Operations Management Leadership Program, second rotation
Lane Konkel says she didn’t “run around dreaming of being an engineer” as a little girl, but she did sometimes accompany her dad on his medical rounds, where she decided she’d like to help doctors work more efficiently. Now Lane is halfway through GE’s Operations Management Leadership Program, where she uses her industrial engineering background to help GE’s supply chain run smoothly from the bottom up.
How did you ﬁrst hear about GE and how did you come on board?
An industrial engineering student at Purdue encouraged me to talk to the on-campus recruiter. I ended up getting an internship the summer after my sophomore year, and another one after my junior year. I started full time in the leadership program after I graduated in May 2013.
What attracted you to GE in the ﬁrst place?
Definitely the Leadership Development Program. It’s designed to give you five years' experience in two years — and since I knew I wanted to be in operations, but didn’t necessarily know where I’d fit, I wanted to try out each role.
What’s the most exciting project you’ve worked on so far?
Being asked to set up the manufacturing line for the completely redesigned CT scanner. I had plenty of help, but it was really awesome that I was trusted to make some of those big decisions within my first six months.
What sets GE apart from other similar companies?
Technology and innovation — but I’m personally grateful that I’m surrounded by experts who invest their time to mentor me and help me advance. People here really do care about what I learn and if I’m successful at what I do.
Any favorite rotations so far?
Lean production, where you try to make systems more efficient. It’s not rocket science — you just try out diff erent things to see if they work — but it can have a big impact. If you can figure out how to make a cumbersome process easier or more efficient for someone, you can really improve how someone feels about their work. Lean production is really all about the people.