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If I remember correctly that merger was supposed to make them the world’s second largest oilfield service provider by revenue.

Took GE about 3 years or so to finally divest from BHs.

When I worked for GE's steam and gas side (turbine welder), they had plans to split and sell their healthcare side. Then Covid hit, and the sale stopped.

I put in a lot of time on GE Frame 3, Frame 5 Mark 1 and Mark 2, Frame 7 and the biggest of them the F9-A, most all of them dual fuel units.

Remarkable machines they are

#FistCamp

GT 11N1s, NM, GT8, GT24, Cumberland, Redhawk rewind for the generator, impulse wheel removal and new installation, all kinds of steam and gas stuff. Good pay, too many hours at the shop, not enough time to shoot.

I did 8 years at GE Transportation in Erie.
At the end of WWII the plant employed 22000 people.
In 1977 there was 13000.
In 1986 there was 6500.
In 2016 they cut there workforce from 3000 to 1500.
And that ended it for me.
Went out the door as a inspector.
Got recalled just before Westinghouse took over.
Didn't go back.
The plant is like a city inside a city.
Surprised they even keep the lights on with that small of a workforce.
All domestic locomotives are now built in Texas.
All Erie does is prototype, transit and export locomotives.
Everyone I know that's still there hates Westinghouse more than the GE.

Dave

If you saw there management in action you'd understand why.

Dave

You can find your way around them in dark, I’m thinking!

Six Sigma.

Not a bad processing system within itself.

Like Sir John Brown Of BP, Jack Welch spun the aircraft carrier on a dime only to then watch the wheels come off of both entities.

You’re talking about the merger between Halliburton and Baker. They were the number two, and three oilfield service companies for size. And the merger of them still would not have been as large as the biggest service company, Schlumberger.

I’m talking about the merger with Baker Hughes.

Halliburton and BJ Hughes merger was scrapped due to various goverments objections and I think that it costs Halliburton over 3 billion $ as a payout to BJ Hughes to unwind that proposed deal.

I think that’s right.

^^^

Yep. I worked for SLB in upper management at the time. Everyone was [bleep] bricks.

When the HAL/BH deal fell through, GE announced it was going to buy BH less than a week later.

After Jack left those in charge went for the fast payday and sold off most of the parts that were making the whole company look good.

Now the med.seems to be the one that is pulling the freight but maybe one more part is as well,i forget what they are called.

and there goes thelast of the original Dow Hones index stocks.

Siemens, while one company, is setup with those divisions, although Aviation is lumped into a larger BU called Industry

"Jones" honed right off of the index...

Good riddance, it will be sold company by company. They never made one product worth a crap.

They rule the larger framed gas turbine business for electrical power generation, compressors and pumps.

and their Healtcare equipment products seems to be top notch.

GE aviation has done well over time with engine sales and maintenance contracts.

GE Capital was once thriving until 2008.

That’s just a few.

Now,,,consumer products and appliances, not so much and the company is a only a shell of its former self.

Yeah buddy.