DOCSLIB.ORG

Safety Critical Software and Systems Research at General Electric

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Safety Critical Software and Systems Research at General Electric GE Global Research Safety Critical Software and Systems @ GE Michael Durling Portfolio Leader, Validation & Verification Technology June 10, 2015 “I find out what the world needs, then I proceed to invent it.” -Thomas Edison Global Research 2 © 2015, General Electric Company GE today Power & Water Energy Management Oil & Gas GE Capital Healthcare Aviation Transportation Home & Business Solutions Aligned for growth 3 FooterGlobal appearsResearch here 3 Date appears here © 2015, General Electric Company Market-focused R&D The cornerstone of GE’s commitment to technology • First U.S. industrial lab • ~2000 scientists/engineers, nearly two-thirds PhDs • 3,522 U.S. patents filed by GE in 2012 • One of the world’s most diversified industrial research organizations, providing innovative technology for all of GE’s businesses Global Research 4 © 2015, General Electric Company Expanding our global presence 1900 - 1999 2000 - 2009 2010 Advanced Manufacturing and Russia Software Technology Center Japan Global Research Detroit, MI Global Research Europe Headquarters Munich, Germany Niskayuna, NY 2X Size + Customer O&G Tech Center Innovation Center Israel Oklahoma Software CoE San Ramon, CA China Technology Center Shanghai, China + 3 Customer Welch Technology Center Innovation Centers Bangalore, India Brazil Technology Center Customer focused R&D Rio de Janeiro, Brazil 5 FooterGlobal appearsResearch here 5 Date appears here © 2015, General Electric Company A tradition of innovation 1879 1895 1920 1921 1941 1998 2002 2003 2009 2010 2012 Carbon World’s Portable The Entering Lightspeed™ Wind Power Evolution® Vscan™ WattStation™ Durathon™ Filament Largest X-Ray Magnetron the Jet Age CT Scanner Locomotive Battery Incandescent Electric Machine Lamp Locomotive 6 FooterGlobal appearsResearch here 6 Date appears here © 2015, General Electric Company Developing world-class talent Electrical Engineers Physicists Energy Conversion Advanced Propulsion Sustainable Energy Software Engineers Material Innovation Scientists Biologists Mechanical Nanotechnology Engineers Organic Electronics Molecular Medicine Mathematicians Chemists 7 FooterGlobal appearsResearch here 7 Date appears here © 2015, General Electric Company Partnering with technology Governments Universities Companies State of Bavaria 8 FooterGlobal appearsResearch here 8 Date appears here © 2015, General Electric Company Rigorous innovation and transition to product • Common language between Global Research & the businesses • Plan, manage projects vs. Technology Readiness Level (TRL) & Manufacturing Readiness Level (MRL) progression • Evaluate readiness for business transition 9 FooterGlobal appearsResearch here 9 Date appears here © 2015, General Electric Company Global Research annual funding GE business programs ~$604 M • Next generation product technology • Short-term technical challenges 32% GE corporate programs 14% • Advanced Technology programs • New ideas 54% • High-risk/high reward External partnerships and gov’t. funded • Joint technology • Specific customer focus 10 GlobalFooter Research appears here 10 Date appears here © 2015, General Electric Company GE Applications Global Research 11 © 2015, General Electric Company GE’s controls footprint today Locomotives Aircraft Engines Avionics • 20 year life • Level A Cert • Level A Cert • 10G shock • -55º to 125ºC • -55º to 125ºC • -50º to +130ºC • Coal dust, silica, • 10K hr MTBF • 200K hr MTBF Salt Fog, SO2, H2S • 20G shock • 20G shock ... Power Generation Power T&D • 30,000+ I/O • 250K+ I/O points points • SONET Rings • Rad. Hard • -40 to 80° C 0-100 R/hr • Wide-area control • SIL III safety 12 GlobalFooter Research appears here 12 Date appears here © 2015, General Electric Company GE’s controls footprint today . Marine Dynamic Positioning Subsea O&G • -40º to 80ºC • Hermetic • IEC60255-21-2 • 15 Kpsi Class 1 shock & • 25 year Life vibration • 3000m depth Lighting Downhole O&G • 10,000 Nodes • -20º to 200ºC • Wireless • Mesh Network • 15K psi • 500 Nodes/AP • Up to 6G (30 min) 13 GlobalFooter Research appears here 13 Date appears here © 2015, General Electric Company Validation and Verification Software Intensive Critical infrastructure Traditional Approach - Errors & Costs Challenges: Key technologies: • Critical systems are more distributed • Formal methods for requirements and growing in complexity capture, analysis & design verification • Partition between local and cloud • Hybrid systems analysis techniques • Transition of legacy systems • Automated test suite generation • Cybersecurity threats • Automated design space exploration 14 GlobalFooter Research appears here14 14 Date appears here © 2015, General Electric Company Long Term Vision Global Research 15 © 2015, General Electric Company 16 GlobalFooter Research appears here 16 Date appears here © 2015, General Electric Company Current Focus Global Research 17 © 2015, General Electric Company Critical Software V&V Program Typical Software Breakdown for Aviation Systems Problem: Effort to develop software intensive systems at GE is growing. In some cases, Validation & Verification (V&V) is 40-50% of total software activities. Objective: Develop technology and process to satisfy software safety objectives and robustness while reducing errors and decreasing cycle time. The range of scope begins with system requirements and ends with approved software. Technology: Specification, architecture and design modeling, formal analysis, and automated test generation. Impact: • Increased confidence in software requirements • Early error detection • Enable analysis and testing to be performed earlier in the lifecycle • Use of powerful technology in a user friendly package Military Aircraft 18 GlobalFooter Research appears here 18 Date appears here © 2015, General Electric Company GE V&V Research Program Team 19 GlobalFooter Research appears here 19 Date appears here © 2015, General Electric Company Our Approach Based on DO-178C & supplements DO-333 (FM) & DO-331 (MBD) Team Structure • GE Research • GE Aviation − Chief Engineers Office (CEO) − Product Line Engineers and Management − Certification Team − Tools Organization • Academia • Government Agencies Execution Plan • Develop Technology & Tools • Pilot with Product Teams • Transition Process & Best Practices Through CEO • Transition Technology Through Tools Organization Global Research 20 © 2015, General Electric Company Key technologies to address cost drivers Specification Modeling • Human & machine readable Requirements Acceptance Engineering Test • Acceptable to product teams • Analyzable with formal techniques • Aligned with DO-178C, DO-331 (MBD) System System Design Test Formal Validation & Verification High Level • Model checking, theorem proving, static analysis Integrated Software Test • Aligned with DO-178C, DO-333 (FM) Architecture • Automated requirements analysis • Reduce dependency on manual reviews & testing Detailed Unit • Requires formal specification model Software Test Design Automated test case generation & execution • Generate test cases from specification & design models Code • Apply to design models & code • Aligned with DO-178C, DO-331 (MBD) • Reduce dependency on manual test case generation and execution • Requires specification model Develop & refine formal specification models early – leverage them throughout process 21 GlobalFooter Research appears here 21 Date appears here © 2015, General Electric Company Our Research Areas 1) Specification Modeling & Analysis 2) Automated Test Case Generation 3) Design Model Extraction from Legacy Software 4) Compositional Verification of Software/Systems 5) Formal Modeling and Analysis of Multi-Time Scale Systems 6) Architectural and Functional Synthesis 7) Composition and Verification of Autonomous Systems 2 1 5 3 6 7 4 Global Research 22 © 2015, General Electric Company 2015 V&V Research Plan Q1 Q2 Q3 Q4 Research Programs Specification Modeling, Capture & Analysis Automated Test Generation for Specification and Design Models Modeling & Formal Analysis for Software Modeling & Analysis for Real Time Scheduling Business Programs Pilots: Flight Management, Common Core Computing, Engine Control, Remote IO Unit Tool Transition: Specification Model Capture & Analysis, Auto Test Generation External Programs NASA Fault Modeling & Analysis Program (Soteria) EU Hybrid Systems Compositional Verification Program (UnCoVerCPS) 23 GlobalFooter Research appears here 23 Date appears here © 2015, General Electric Company Going Forward • Critical infrastructure systems dependency on software for reliability and efficiency continues to grow. • Continue to build team, program & tool portfolio • Transition capability to business unit teams • Demonstrate practical formal methods on programs with measurable benefits • Extend capability from software to systems • Extend application focus beyond aerospace Global Research 24 © 2015, General Electric Company Questions Global Research 25 © 2015, General Electric Company .
Load more

Recommended publications
  • 2018 Annual Report WHERE YOU CAN FIND MORE INFORMATION Annual Report
    2018 Annual Report WHERE YOU CAN FIND MORE INFORMATION Annual Report https://www.ge.com/investor-relations/annual-report Sustainability Website https://www.ge.com/sustainability FORWARD-LOOKING STATEMENTS Some of the information we provide in this document is forward-looking and therefore could change over time to reflect changes in the environment in which GE competes. For details on the uncertainties that may cause our actual results to be materially different than those expressed in our forward-looking statements, see https://www.ge.com/ investor-relations/important-forward-looking-statement-information. We do not undertake to update our forward-looking statements. NON-GAAP FINANCIAL MEASURES We sometimes use information derived from consolidated financial data but not presented in our financial statements prepared in accordance with U.S. generally accepted accounting principles (GAAP). Certain of these data are considered “non-GAAP financial measures” under the U.S. Securities and Exchange Commission rules. These non-GAAP financial measures supplement our GAAP disclosures and should not be considered an alternative to the GAAP measure. The reasons we use these non-GAAP financial measures and the reconciliations to their most directly comparable GAAP financial measures are included in the CEO letter supplemental information package posted to the investor relations section of our website at www.ge.com. Cover: The GE9X engine hanging on a test stand at our Peebles Test Operation facility in Ohio. Here we test how the engine’s high-pressure turbine nozzles and shrouds, composed of a new lightweight and ultra-strong material called ceramic matrix composites (CMCs), are resistant to the engine’s white-hot air.
    [Show full text]
  • Ray Marshall and Bob Hench: Back to School for Ge
    RAY MARSHALL AND BOB HENCH: BACK TO SCHOOL FOR GE PaBe 7 PRODUCT LINE MANAGEMENT pwe~8-9 FIRST-QUARTER RESULTS PaBe 13 PC MAILBOX FOR GE CIT KESLE Ray Marshall, KESLE Bob Hench, KESLE Product Line Management Bottom Line GE First Quarter America's Cup Wrap-Up U.S. Electronic Privacy Act GE CIT Stock Split Approved ED1 Users' Group Good News Industry Briefs Documentation Happy Birthday, Mr. Edison S&SP Milestones Contributors SPECTRUM is published for employees by Employee Communication, GE Information Services, 401 N. Washington St. OlD, Rockuille, Maryland 20850, U.S.A. For distribution changes, send a message via the QUIK-COMMTU System to OLOS. For additional copies, send a QUIK-COMM message to OLOS, publication number 0308.22. SPECTRUM Editor: Sallie Birket Chafer Managing Editor: Spencer Carter QUIK-COMM: SALLIE; DIAL COMM: B"273- 4476 INFORMATION SERVICES RAY MARSHALL AND BOB HENCH: BACK TO SCHOOL FOR GE This [robot arm equipment for the Engineering Ray Marshall (Technology Operations) and Bob Department] is another indication of thegrowing Hench (Information Processing Technology) have relationship between higher education and the private been spending a lot of time in school lately. For the sector. Both GE and Michigan State University have past four and six years, respectively, they have joined long been regarded as leaders in this type of key operating managers in other GE components who relationship. What this does is continue to reinforce serve in the Corporate-sponsored Key Engineering the linkage between this university, industry, and School Liaison Executive (KESLE) program. government. Our destinies are intertwined.
    [Show full text]
  • Ge Renewable Energy News
    Ge Renewable Energy News How dihedral is Barton when recriminative and round-table Shelden yipped some isoantigens? Yves remains deleterious: she reburies her authenticateevertor skite tooso convincingly. aslant? Substituent Byron somersault creamily while Tann always burgles his mallemucks attirings judicially, he His job creation, applications and additive manufacturing process the website in order to the wind farm in hillsdale county than energy news. Before other renewable energy news gathering as wind turbines. Mw version of renewable energy limited, located near future? GE Renewable Energy REVE News stop the wind sector in. GE annual report shows struggles and successes quantifies. The recent policy-flow that its US competitor GEhas been selected for. Additive is pushing for new york, and cooled down. GE Renewable Energy Latest Breaking News Pictures Videos and Special Reports from The Economic Times GE Renewable Energy Blogs Comments and. Missouri plant has occurred, the virus continues to determine the longest running republican senator in. GE Renewable Energy International Hydropower Association. The state by late january wind power grid businesses to putting our sites. Cookie and new nrc chair in the end, or dismiss a hub for ireland at factories and water challenges for? DOE taps GE Renewable Energy for 3-D printed wind turbine. It comes to Secondary Sources Company's Annual reports press Releases. The new offshore wind turbine Haliade-X unveiled in this wind energy news direct by GE in March 201 is 260 meters high from destination to blade tipsand its. GE Renewable Energy said Monday it was exempt the largest wind turbine rotor test rig of its rich in Wieringerwerf the.
    [Show full text]
  • GE Works GE 2012 Annual Report Annual 2012 GE
    General Electric Company Fairfield, Connecticut 06828 www.ge.com GE Works GE 2012 Annual Report 2012 Annual Report 3.EPC055148101A.103 “ Last year we set focused execution goals for GE: double-digit industrial earnings growth; margin expansion; restarting CITIZENSHIP AT GE the GE Capital dividend to the parent; reducing the size of IN 2012, WE GE Capital; and balanced capital allocation. We achieved all As a 130-year-old ~ 2^]caXQdcTS\^aTcWP]!!\X[[X^]c^R^\\d]XcXTbP]S technology company, nonprofit organizations. of our goals for the year.” GE has proven its ~ ;Pd]RWTS abc^UPZX]S_a^VaP\bcWPcQaX]VcWT[PcTbc JEFF IMMELT, CHAIRMAN AND CEO breast cancer technologies to women. sustainability. Working Healthymagination and Susan G. Komen for the Cure have to solve some of the partnered to bring the latest breast cancer technologies to world’s biggest challenges, more women, by encouraging women to be screened through targeted programs in the U.S., China and Saudi Arabia. Citizenship is in the ~ 6T]TaPcTS! QX[[X^]X]aTeT]dTUa^\^daTR^\PVX]PcX^] products we make, how product portfolio. we make them, and in the difference we make 2012 PERFORMANCE in communities around GE’s newest Evolution Series GE is one of the largest locomotive prototype (pictured) employers in the U.S. and the world. reduces emissions by more than the world, with 134,000 70% compared with 2005 engines, U.S. employees and www.gecitizenship.com saving railroad customers more 305,000 employees globally, CONSOLIDATED REVENUES GE SCORECARD (In $ billions) than $1.5 billion in infrastructure as of the end of 2012.
    [Show full text]
  • DESIGNING “BRILLIANCE” General Electric’S Innovation Process and the Development of the “World’S First Brilliant Wind Turbine” by Katelyn Buress and Lauren Thirer
    DESIGNING “BRILLIANCE” General Electric’s innovation process and the development of the “World’s First Brilliant Wind Turbine” By Katelyn Buress and Lauren Thirer Katelyn Buress is in marketing communications, and Lauren Thirer is a product line leader with GE Renewable Energy. For more information, visit www.ge-energy.com/wind. Visit GE Power and Water at WINDPOWER 2013 Booth 2154. THE DISCUSSION IS HEATED and the room convened to develop and innovate for the world’s is tense. Healthy discussion and debate go on future energy demands. For the past 10 years, innovation back-and -forth day after day in the fourth-floor has been happening at GE’s wind business locations conference room of Vic Abate, vice president of across the globe. With 21,000 installed turbines and a General Electric’s renewable energy business. Above global services organization, GE’s wind team is home to the entrance to the room in black writing, a quote some of the most experienced in the industry. from GE founder Thomas Edison: “I find out what With new product launches every few months, the world needs, then I proceed to invent it.” this innovation hub churns out new products and This Schenectady, New York conference room technology that keep GE’s wind customers at the top is one of the places where this innovation happens. of their game. This isn’t surprising as GE itself was Another is with GE’s engineering teams, based established on a foundation of innovation that has in Greenville, South Carolina, where some of the stayed with the company throughout its 120-plus years.
    [Show full text]
  • 2020 Annual Report
    2020 Annual Report FORWARD-LOOKING STATEMENTS Some of the information we provide in this document is forward- looking and therefore could change over time to reflect changes in the environment in which GE competes. For details on the uncertainties that may cause our actual results to be materially different than those expressed in our forward-looking statements, see https://www.ge.com/investor-relations/important-forward- looking-statement-information. We do not undertake to update our forward-looking statements. NON-GAAP FINANCIAL MEASURES We sometimes use information derived from consolidated financial data but not presented in our financial statements prepared in accordance with U.S. generally accepted accounting principles (GAAP). Certain of these data are considered “non-GAAP financial measures” under the U.S. Securities and Exchange Commission rules. These non-GAAP financial measures supplement our GAAP disclosures and should not be considered an alternative to the GAAP measure. The reasons we use these non-GAAP financial measures and the reconciliations to their most directly comparable GAAP financial measures can be found on pages 39-43 of the Management’s Discussion and Analysis within our Form 10-K and in GE’s fourth- quarter 2020 earnings materials posted to ge.com/investor, as applicable. INSIDE FRONT COVER GE’s Haliade™-X offshore wind turbine is the world’s most powerful offshore wind turbine in operation today. Shown here, our operating prototype in Rotterdam, Netherlands, broke its own output records in 2020, producing 312 megawatt-hours of energy in a single 24-hour period. COVER Pictured: Healthcare’s Yanmang Zhang in Beijing, China, and Gas Power’s Charles McKinney of Greenville, South Carolina, U.S.A., rise to the challenge of building a world that works.
    [Show full text]
  • Ge 2013 Annual Report 1 Letter to Shareowners
    Progress GE Works 20132013 AnnualAnnual ReportReport ON THE COVER: Shana Sands, GE Power & Water, Greenville, South Carolina. Turbine is destined for Djelfa, Algeria. PICTURED: Lyman Jerome, GE Aviation Focusing our best capabilities on what matters most to our investors, employees, customers and the world’s progress. PICTURED, PAGE 1 Back row (left to right): JOHN G. RICE KEITH S. SHERIN SUSAN P. PETERS Vice Chairman, GE Vice Chairman, GE Senior Vice President, and Chairman and Human Resources MARK M. LITTLE Chief Executive Officer, Senior Vice President and JEFFREY S. BORNSTEIN GE Capital Chief Technology Officer Senior Vice President and Front row (left to right): Chief Financial Officer JEFFREY R. IMMELT Chairman of the Board and JAMIE S. MILLER BETH COMSTOCK Chief Executive Officer Senior Vice President and Senior Vice President and Chief Information Officer Chief Marketing Officer DANIEL C. HEINTZELMAN Vice Chairman, Enterprise BRACKETT B. DENNISTON III NOT PICTURED: John L. Risk and Operations Senior Vice President and Flannery, Senior Vice President, General Counsel Business Development 2013 PERFORMANCE CONSOLIDATED SEGMENT OPERATING EARNINGS GE CFOA REVENUES (In $ billions) PROFIT (In $ billions) PER SHARE (In $ billions) 2009 2010 2011 2012 2013 2009 2010 2011 2012 2013 2009 2010 2011 2012 2013 2009 2010 2011 2012 2013 $154 $149 $147 $147 $146 CAPITAL 5149 48 45 44 $24.5 $1.64 $17.8 $17.4* $22.8 $1.51 $16.4 $20.5 $1.30 $14.7 $17.2 $1.13 NBCU 15 17 6 2 2 $15.7 $12.1 $0.91 INDUSTRIAL 88 83 93 100 100 *Excludes NBCUniversal deal-related taxes GE Scorecard Industrial Segment Profi t Growth 5% Return on Total Capital 11.3% Cash from GE Capital $6B GE Capital Tier 1 Common Ratio 11.2% Margin Growth 60bps GE Year-End Market Capitalization $282B, +$64B Cash Returned to Investors $18.2B GE Rank by Market Capitalization #6 GE 2013 ANNUAL REPORT 1 LETTER TO SHAREOWNERS MAKING PROGRESS GE has stayed competitive for more than a century—not because we are perfect—but because we make progress.
    [Show full text]
  • Ge 2008 Annual Report Prepared for Tough Times We Have Prepared for a Difficult Economy in 2009
    Infrastructure Finance Media We are GE 2008 Annual Report 2008 Summary CONSOLIDATED REVENUES 2004 2005 2006 2007 2008 (In $ billions) 183 172 152 136 124 5-year average growth rate of 12% EARNINGS FROM CONTINUING OPERATIONS 2004 2005 2006 2007 2008 (In $ billions) 22.5 19.3 18.1 17.3 15.6 5-year average growth rate of 7% Earnings Growth Rates 2004 2005 2006 2007 2008 GE 18% 11% 12% 16% (19%) S&P 500 25% 10% 14% (7%) (30%) CONTENTS 2008 COMPANY HIGHLIGHTS 1 Letter to Investors 9 Business Overview • Earnings were $18.1 billion, the third highest in Company history 14 Governance • Revenues grew 6% to a Company record of $183 billion 16 Board of Directors • Global revenues grew 13% 17 Financial Section • Infrastructure and Media segments grew operating profi t 10% 108 Corporate Information • Total equipment and services backlog grew to $172 billion, an increase of 9% • Services grew 10% with a backlog of $121 billion • Industrial organic revenues grew 8% • Invested $15 billion in the intellectual foundation of the Company, including products, training, marketing, and programming • Filed 2,537 patent applications in 2008, an increase of 8% • Named 4th most valuable brand in the world by BusinessWeek Note: Financial results from continuing operations unless otherwise noted PICTURED LEFT TO RIGHT (*seated) Jeffrey R. Immelt, Chairman of the Board & Chief Executive Officer Michael A. Neal,* Vice Chairman, GE and Chairman & Chief Executive Officer, GE Capital Keith S. Sherin, Vice Chairman, GE and Chief Financial Officer John G. Rice,* Vice Chairman, GE and President & Chief Executive Officer, Technology Infrastructure John Krenicki Jr., Vice Chairman, GE and President & Chief Executive Officer, Energy Infrastructure Dear Fellow Owners, 2008 was a tough year, and we expect 2009 to be even tougher.
    [Show full text]
  • General Electric Global Research Center ROUNDTABLE PROFILE
    ORMS3506_Depts 12/2/08 11:38 AM Page 18 ROUNDTABLE PROFILE BY SRINIVAS BOLLAPRAGADA AND Editor’s note: This is another in a series of articles profiling members of the INFORMS Roundtable. CHRISTOPHER D. JOHNSON O.R. at General Electric Global Research Center This global organization has 150 scientists and engineers who apply their talents to developing sophisticated analytical tools and techniques to help GE find, capture and retain customer value. The organization is comprised of multiple labs that integrate expertise across several scientific disciplines including management science, operations research, artificial intelligence, statistics, sen- sor informatics, communication technolo- gies, computational techniques and software architectures. A majority of the OR/MS activity at GEGR is conducted in the Risk & Value Management Laboratory. This lab focuses on improving the operations of GE businesses using OR/MS technologies such as optimization, simulation and financial analysis, with the ultimate objec- tive to improve the risk/return of GE and our Aerial view of the GE Research Center in Niskayuna, N.Y. customers. The lab has a world-class team of Photo credit: Courtesy GE Global Research around 15 management scientists who in partnership with other researchers in the CDS organization have developed several novel GeneralGENERAL ELECTRIC GLOBAL ElectricRESEARCH CENTER (GEGR) algorithms and implemented optimization-based systems, which HAS BEEN A CORNERSTONE OF GE TECHNOLOGY FOR have increased GE’s bottom line by more than $1 billion during the MORE THAN 100 YEARS. It is one of the world’s largest and most past decade. The OR/MS researchers at GE have impacted a number Globaldiverse industrial research Researchlabs with more than 2,500 researchers of GE businesses operating in diverse industries including finance, located at four multi-disciplinary facilities.
    [Show full text]
  • The Rise and Fall of the General Electric Corporation Computer Department
    all o e ation J.A.N. LEE The computer department of the General Electric Corporation began with the winning of a single contract to provide a special purpose computer system to the Bank of America, and expanded to the development of a line of upward compatible machines in advance of the IBM System/360 and whose descendants still exist in 1995, lo a highly successful time-sharing service, and to a process control business. Over the objections of the executive officers of the Company the computer department strived to become the number two in the industry, but after fifteen years, to the surprise of many in the industry, GE sold the operation and got out of the competition to concentrate on other products that had a faster turn around on investment and a well established first or second place in their industty This paper looks at the history of the GE computer department and attempts to draw some conclusions regarding the reasons why this fif- teen year venture was not more successful, while recognizing that~therewere success- ful aspects of the operation that could have balanced the books and provided neces- sary capital for a continued business. Introduction date for sale to the insurance industry. After visiting two here are truly four intertwined, and in some aspects dis- insurance companies in New York City in early 1950, he joint, stories that epitomize the almost 15 years of associ- received a message through the president of GE, Ralph ation of the General Electric Corp. with the production of Cordiner, that he was to attend a meeting with the president computers for general consumption.
    [Show full text]
  • 516248 Drake Jnl of Ag Law 17.2 Lexis.Ps
    REFORMING THE “UNCOORDINATED” FRAMEWORK FOR REGULATION OF BIOTECHNOLOGY Maria R. Lee-Muramoto* I. Introduction .......................................................................................... 312 II. Looking Back: Lessons Learned ......................................................... 316 A. Still Forcing Square Pegs Into Round Holes—Who Is Regulating What? .......................................................................... 316 1. USDA ..................................................................................... 317 2. FDA ........................................................................................ 320 3. EPA ......................................................................................... 322 B. Twenty-Five Years of Experience with the Coordinated Framework .................................................................................... 323 1. The GE Genie Is Out of the Bottle ......................................... 323 2. Where GE Proponents Missed the Mark ................................ 324 3. Where GE Opponents Missed the Mark ................................. 330 C. Trade as a Key Driver: 2006 WTO Decision in U.S. v. E.U. ....... 333 1. Fundamental Differences in Approach ................................... 334 2. What Did the United States Really Win? ............................... 335 III. Reasons Why the Coordinated Framework Must Change ................... 337 A. The Premise of the Coordinated Framework Is Flawed and Outdated, but Other Factors Conspire to Maintain the Status
    [Show full text]
  • GE Healthcare JP Morgan Conference
    GE Healthcare JP Morgan Conference Pascale Witz President & CEO, Medical Diagnostics January 10, 2012 Caution Concerning Forward-Looking Statements: This document contains “forward-looking statements” – that is, statements related to future, not past, events. In this context, forward-looking statements often address our expected future business and financial performance and financial condition, and often contain words such as “expect,” “anticipate,” “intend,” “plan,” “believe,” “seek,” “see,” or “will.” Forward-looking statements by their nature address matters that are, to different degrees, uncertain. For us, particular uncertainties that could cause our actual results to be materially different than those expressed in our forward-looking statements include: current economic and financial conditions, including volatility in interest and exchange rates, commodity and equity prices and the value of financial assets; potential market disruptions or other impacts arising in the United States or Europe from developments in the European sovereign debt situation; the impact of conditions in the financial and credit markets on the availability and cost of General Electric Capital Corporation’s (GECC) funding and on our ability to reduce GECC’s asset levels as planned; the impact of conditions in the housing market and unemployment rates on the level of commercial and consumer credit defaults; changes in Japanese consumer behavior that may affect our estimates of liability for excess interest refund claims (Grey Zone); potential financial implications
    [Show full text]