Design Gateway 4 “24h Design and Development”

1. Design Gateway 4 “24h Design and Development” April 28th, 2000

2. Distributed design is complete! Presentation of final results

3. Schedule Gateway 4 Apr. 28th Start of work Jan. 17th Gateway 2 Mar. 1st Gateway 1 Feb. 2nd Gateway 3 Mar. 27th Analysis Concept Solution Finding and Evaluating Kick-off- Meeting Jan. 10th-12th Touch-Down Meeting May 3rd-11th

4. Schedule • Results of analysis • Solution finding process • Experiences in distribution • Evaluated and selected solutions • First answers for main questions • of distribution • Final design • Research results on distributed design • Presenting actual status to Mr. Kreil Gateway 2 Gateway 1 Gateway 3 Gateway 4 Analysis Concept Solution Finding and Evaluating Kick-off- Meeting Jan. 10th-12th

5. Presentation Outline 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective 6.1 Project/Process Management 6.2 Coaching6.3 Information Logistics 6.4 Teaming Issues 6.5 Outlook 7. Wrap Up

6. Introduction 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective6.1 Project/Process Management6.2 Coaching6.3 Information Logistics6.4 Teaming Issues6.5 Outlook 7. Wrap Up Design Team Carsten Helbing, Darmstadt Chris Szymendera, Clemson Christian Steuer, Clemson Christian Koletzko, Munich Falk Petry, Darmstadt Joe Mozingo, Clemson Manfred Fraenk, Munich Mirja Beukenberg, Darmstadt Miroslav Filipovich, Munich

7. Development Process 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective6.1 Project/Process Management6.2 Coaching6.3 Information Logistics6.4 Teaming Issues6.5 Outlook 7. Wrap Up Requirements Function Analysis Brainstorming Evaluation Concept Detailing

8. Demand / wish Run BMW cylinder in BMW testbed with variable parameters Values Requirements (Text) Primary Key (1) Support different parameters (4) Enclosure (2) Support measuring systems (3) Convert motion (2.1) Support space (2.2) Dissipate vibrations (3.1) Convert linear to rotary motion (4.1) Support BMW cylinder (4.2) Support fast assembly/disassembly (4.4) Support transportation (4.5) Safety (1.1) Support variable stroke (1.2) Support valve timing (1.3) Support variable compression (1.4) Support different pistons/connecting rods (1.5) Support right position of cylinder (??) (4.3) Support all BMW testbed (3.2) Dissipate vibrations Development Process

9. Design Criteria (Requirements) Weights Scores Development Process

10. Development Process Detailed Engineering Analysis Shaft Stress Analysis Total Vibrations 1st Order • Shaft dimensions • Bearing dimensions 2nd Order Mass Balance Calculations Acceleration of Piston: • Shape and size of counterweights • Size of crank web • Flywheel dimensions

11. Variable Stroke 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective6.1 Project/Process Management6.2 Information Logistics6.3 Teaming Issues6.4 Outlook 7. Wrap Up Variable Stroke Solutions

12. Variable Stroke Insert - Idea

13. Variable Stroke Insert - Solution pulley Flywheel with integrated flange Bearings

14. Variable Stroke Insert - Solution screws for fixing tongue and groove connection Insert Additional counter weights

15. Variable Stroke Topoff - Idea

16. Variable Stroke - Results Topoff - Solution pulley Bearings Flywheel with integrated flange

17. Variable Stroke Topoff - Solution screws for fixing tongue and groove connection variable top additional counter weights

18. Mass Balance Mass Balance - Solutions 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective6.1 Project/Process Management6.2 Information Logistics6.3 Teaming Issues6.4 Outlook 7. Wrap Up 2ω 2ω ω ω

19. Balance of oscillating forces 2nd order Counterweights 2ω 2ω Counterweights Balance of oscillating forces 1st order ω ω Balance of rotary forces Mass Balance - Idea Shaft Solution

20. Mass Balance - Results Mass balance system including the crankshaft shaft for balancing second order mass forces gear connection shafts for balancing first order mass forces

21. Mass Balance - Results 2nd order mass balance shaft screw for fixing counter weight cover gear bearings rivets

22. Entire Concept Easy Assembly 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective6.1 Project/Process Management6.2 Coaching6.3 Information Logistics6.4 Teaming Issues6.5 Outlook 7. Wrap Up

23. Entire Concept Top of Crankcase

24. Entire Concept Oil Circuit - Top of Crankcase

25. Entire Concept Bottom of Crankcase

26. Entire Concept Oil Circuit - Bottom of Crankcase

27. Entire Concept Entire Crankcase Assembly

28. Entire Concept Assembled Crankcase and Cylinder

29. Conclusion Evolution from the existing engines 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective6.1 Project/Process Management6.2 Coaching6.3 Information Logistics6.4 Teaming Issues6.5 Outlook 7. Wrap Up • Innovative concepts for variable stroke • Casted crankcase • Four rotating shafts provide a very high degree of mass balance • Designed for easy assembly • Easy access to the mass balance shaft to change weights • Possibility to change the piston, without disassembling the entire engine • Stiff and durable construction

30. Outlook 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective6.1 Project/Process Management6.2 Coaching6.3 Information Logistics6.4 Teaming Issues6.5 Outlook 7. Wrap Up Static Analysis performed, dynamic Analysis needed. Finite Element Analysis needs to be done Crankcase Designed, details need refinement Cost analysis to be undertaken First Prototypes have been built, functional prototypes are needed Function and durability tests have to be carried out

31. Credits Thanks to all our team members, the team coaches, the Universities, and BMW for their support and great cooperation

32. 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective 6.1 Project/Process Management 6.2 Coaching6.3 Information Logistics6.4 Teaming Issues6.5 Outlook 7. Wrap Up 6.1 Project/Process Management

33. Challenges Faced • Design Challenges • Satisfying goals of customer • Lack of existing and proven methodology • Documenting design progress • Team Challenges • Forming trust within and among teams • Resolving misunderstanding • Agreeing on strategy • Communication Challenges • Finding best combination of email/phone/video conferencing • Local distance – different time zones • Differences in language culture and educational backround

34. More Challenges Faced • Management Challenges • Coordinating Coaches and Design Team • Conflict Resolution • Presence at each location • Availability at each time • Information Technology • Dealing with hardware and software conflicts • Need for centralized document storage/sharing • Different tools needed for different design stages

35. Project and Process Management Process oriented Project structure Collaboration: coach-manager Team Building Information Logistics Continuous Team support Tool kit integrated in process System Design Global team established Problem oriented use Adapted methods Highly motivated team Common methodology Tools kit as backbone but limited Common basic skills Open information policy Distribution Coaching Continuous support at each location Main problems recognized and solved early Framework for Success

36. Project/Process Management - Lessons Learned • Distribution Methodology proved as intelligent way to plan and realize projects: • Early identification of main problems • Project Center and Team support as implemented Solution Concept • Coaching work successful • Communication intensive project management: • Active: Communicate and make decisions transparent • Passive: Ensure communication between partners • High flexibility necessary • “Pinball” working style on coach and management level • Solving problems that designers are able to work • Being available for key decisions • Being present at each location • Risk Management • Process FMEA during project planning • Integration in flow of information

37. Project Structure - Needs Narrow channels of collaboration require more clarity in project structure, but no bureaucratic working style • Clarity in organizational (management) structure: • Clear roles • Clear decision making (who and what) • Clarity of tasks • Collaboration structure needs to be • designed: • Network with center (project management, organization process and methodology) and local nodes (coaching, local teaming) • Working procedures (exchange form/ CAD-modeling) • Balanced team size and responsibilities • Straight project structure: • Identification with project • Integrated work • Flat hierarchy • Open -minded atmosphere

38. Project Structure - Miscellaneous • Flexible and efficient working structure • No super-structure necessary • Student team • Flexible coaches • No “35hr per week” mentality • High motivation • Project as case study • Personal goals for project members • Artificial environment, but close to reality • No reference project • Limits • Further work is expert´s work -> parallellization • Collaborative CAD-modeling at its limit (in our project)

39. E-Facilitator/-Communicator: • Ability to communicate (electronically) • Ability to use and implement information and communication technology • Multiculturalist/Internationalist: • Knowledge about different cultures and different systems • Switching from culture to culture • Recognition Promoter: • Promoting virtues of design team • Ability to get resources • Engineer: • Basic technical understanding • Ability to decide • Traveler: • Working by Flying/Driving Around • Ability to communicate Informal • Effective face to face communicator • Ability to speak all native languages of the team • Global team leader • Understanding of team process • Open and clear decision maker • Conflict manager • Balancer between guiding and teaming Project/Process Management – Leadership Model • More complex work environment • Different languages • Time Change • Lack of presence • Globally dispersed team • Fast action

40. Optimize distribution in order to save time Use distribution in order to save time Time-to-Market: Advantage?! Distribution = Collaboration among distributed tasks and distributed resources • Forced • Globally distributed resources • Local Content • Globally distributed suppliers • Products meeting the markets • On purpose • 24 hour follow the Sun Design • Global Sourcing • Global technology input

41. Time-to-Market: Lessons Learned Use distribution in order to save time Optimize distribution in order to save time Still questionable, but ... Result of 24 Hour Project: Working method and tool to optimize distribution • Additional effort is necessary to realize and to • handle distributed design • Implementation of information and communication technology • Global Teaming • Product and process documentation • Implicit time saving • Integrated and networked design process • Use of information and communication technology • Motivated team • Methodological design • Time pressure through task rotation • “Open” knowledge • Documented process and product • Explicit time saving • Optimized use of company´s distributed resources • Global and local shift work in product design -> Use of time and resources • Integration of globally distributed experts • Integration of global technology input • Optimized supplier integration

42. Munich Darmstadt Clemson Coach level Design team level Communication Product development process Process reflection and optimization group dynamics Coach - Work Areas 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective 6.1 Project/Process Management 6.2 Coaching 6.3 Information Logistics6.4 Teaming Issues6.5 Outlook 7. Wrap Up

43. Selecting communication tools Pick up information from design team Communication • Exchange Form Creating Scenario Exchanging special observations between coaches and design team

44. Product development process • Gathering information about product • Guidance in applying methods • Weighted ranking • Moderation during exchange period • Keep in background • Finish exchange in case things are too confusing • Encouraging to continue even if detailed problems could not be solved

45. Process reflection • Preparing phase • Process FMEA to face problems • Solution concept • Provide infrastructure (tools, room, computer, ...) • Meetings during project • Phone conference (weekly) • Meeting between Munich and Darmstadt Coaches plus team support (twice during project)

46. Support Organisations Requirements for Project Leader

47. Organisations Support Requirements for Coaches

48. Organisations Support Requirements for Coaches • Local work area with global understanding • Method and moderation experience • Understanding of group dynamic and team roles (to give and receive feedback) • Observation of the team and the individual • Technical understanding • Free availability • Extreme flexibility

49. 1. Introduction 2. Development Process 3. Technical Content3.1 Variable Stroke3.2 Mass Balance3.3 Entire Concept 4. Conclusion 5. Outlook 6. Coaches’ Perspective6.1 Project/Process Management6.2 Coaching6.3 Information Logistics6.4 Teaming Issues6.5 Outlook 7. Wrap Up Important Elements of Information Logistics Exchange Time Document Management Data Exchange Meetings Communication Information Logistics Tools

50. Exchange Time • Coordination and documentation of the next steps • Clear communication during exchange times is crucial for the next day’s work • Miscommunication during exchange times often leads to the need for help from coaches • Thorough yet concise exchange formsdetail what has been done and what needs to be done • Changes of structure and content of exchange according to design progress