efficient product development for ideo 2002

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“Efficient Product Development” or

“Creating a Revolution”

IDEO30 May 2002

David F. Taggart, CTOHypercar, Inc., Basalt, [email protected]

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outline

◊ Efficiency: what’s the difference

◊ Strategy: why is this important

◊ Team: what makes a good one

◊ Revolution: the result

◊ Risk: sure, but what do you do with it

◊ Influence: market and industry pull

◊ Opportunity: the next BIG leap?

◊ Summary: parting thoughts

◊ Questions

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efficiency

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efficiency

◊ Improving it requires whole systems thinking and development

◊ Power available vs power required

◊ It must be a better product, not an efficient one

◊ Every element of a closed system is interdependent

◊ Dramatic improvements requires dramatic change

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working backwards

◊ Conventional design: from fuel to wheels

◊ ~7 units of fuel are used to deliver 1 unit of energy to the wheels yielding compounding losses

◊ Since ~85% of the fuel energy is lost in the engine, en route to the wheels, and in accessories, focus on incremental reductions in those losses

◊ Hypercar® design: from wheels back to fuel

◊ Radically cut the car’s mass and drag first

◊ Each unit of energy saved at the wheels saves ~7 units of fuel up front yielding compounding savings

◊ This makes several times improvements in efficiency do-able

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system efficiency / technology

Reduce platform loads:

• Mass/inertia• Thermal loads• Aerodynamic drag • Rolling resistance• Power transmission

efficiency

New applications of technologies:

• Advanced composite structure• Hybrid-electric drive • Electronics & software intensive control• Efficient suspension, propulsion, and

accessory technologies

START FROM A CLEAN SHEET AND OPTIMIZE

THE VEHICLE AS A SYSTEM

Must consider complete production and overhead costs as well as cradle to grave costs to uncover practical solutions

Then provide required energy in an efficient, clean, and cost-effective manner

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strategy

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going in position

◊ The answer is not obvious, and could be perceived as having breakthrough performance

◊ The new product must be a better product and not rely on its efficiency to sell it

◊ Cost is the primary technological breakthrough

◊ The solution must reflect production reality

◊ Concise “functional” product requirements

◊ Design “in the future”

◊ Stack the deck in favor of innovation: process and people

◊ You only have so much time and money: focus

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Hypercar Foundation Platform

Platform #3

?

the must haves

◊ Similar in size to a mid-size SUV◊ Profitable at 50k/year◊ Greatly reduced life cycle operational costs (fuel, upgrades, depreciation,

insurance, simplified maintenance and repair, on-board diagnostics)◊ Very low environmental footprint (SULEV, 100 mpg)◊ Tailorability (software upgrades, peripheral plug-ins, modularity, mass

customization)◊ Be accompanied by a clear path to production for 2005 start

Platform #1 Platform #2

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design in the future

Present Paradigm(macro platform)

New Paradigm(foundation platform)

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process and people

PROGRAM CONTROLS• Expectations of each core team leader are

clearly understood and owned

• Measurements of progress are clear and in place and checked regularly

• Disciplined comparisons of expectations to current status are applied

• Timely corrective actions designed to meet objectives, schedule, and/or budget are defined and implemented

RULES OF ENGAGEMENT1. Generate RESULTS, not activity

2. Espouse effectiveness, not effort or hard work

3. Keep Team Small: bring in fresh ideas/perspectives as needed

4. Be your WORD… deliver on your commitments

5. Talk straight… say what YOU mean

6. Listen straight… Listen to what is BEING SAID, not what YOU think is being said

7. Revolution vs. Evolution: High risk and unconventional IS the convention

8. Use time effectively, and don’t waste other peoples time (be on time for meetings)

9. There are no colors to ideas, they are simply ideas to be considered by the team

10. Substantiation of issues must match the level of detail and/or the criticality of the decision

11. Respect the people you work with and expect their respect in return

12. Ideas are useless unless communicated to the team

13. Question absolutes from a clean sheet, brainstorm, experiment

14. NOT ACCEPTABLE: the words can’t, but, should, not possible, bureaucracy, not responsible, not my job, non-value documentation

15. Communication, clarity, focus and action is the path to successEffective Team = Powerful Concepts = Successful Program

SUPPORT NETWORK Technology Partners Hypercar, Inc. Advisors Investors Customers

Level of Detail

Core Team Activities Support Team Activities

Immersion ◊ Get on same page regarding program plan, strategies, objectives, deliverables

◊ Review, assimilate, and put in forehead “key” information

◊ Define strategy / blueprint◊ Establish evaluation criterion◊ Align on product requirements◊ Align on schedule

Exploration ◊ Create range of vehicle concepts from familiar to “out there”

◊ Each includes a complete set of sub system concepts

◊ Evaluate concepts and down select 2 most attractive system solutions

◊ List big issues and desirable features◊ Brainstorm potential solutions◊ Evolve, separate and identify◊ Evaluate options and down select◊ Everything must earn its way on board◊ Down select attractive options

Evaluation ◊ Take concepts to next level of detail◊ Attempt to have complete system◊ Evaluate cost, weight, performance, and

“goodness”◊ Down select “candidate solution”

◊ Outline bill of materials◊ Completely identify and evaluate

remaining issues / options / solutions◊ Evaluate vehicle performance to

distinguish merit, assess sub-system options

◊ Down select final sub-system concept

Final Definition

◊ Take candidate solution to final level of detail to support credible “production” cost, weight, and performance estimates

◊ Complete technical demonstrations

◊ Detail out remaining issues, close decisions to yield one complete sub-system definition

◊ Estimate cost, weight, and performance◊ Contribute to technical demonstration

TPTP

HIHI

TWRTWR

DynamicsDynamics

David Taggart: Program Manager /Composite StructuresCore TeamCore Team

DavidCooper

Core Team

TPTP

HIHI

TWRTWR

VehicleVehicleIntegrationIntegration

TPTP

HIHI

TWRTWR

PropulsionPropulsion

TPTP

HIHI

TWRTWR

OccupantOccupantEnvironmentEnvironment

TPTP

HIHI

TWRTWR

InformationInformationand Controland Control

Adrian Mitcham:Project Leader /Vehicle Electronics

ChrisWright

DavidWareing

ServePloumen

VincePendlebury

David Cramer:Information/Control andTechnology Partnerships

Tim Moore:Advanced Technology andCustomer Requirements

Neil Simpson:Vehicle Design

TWR Group:SpecialistsFab. Shops

TPTPTPTP

HIHIHIHI

TWRTWRTWRTWR

DynamicsDynamics

David Taggart: Program Manager /Composite StructuresCore TeamCore Team

DavidCooper

Core Team

TPTPTPTP

HIHIHIHI

TWRTWRTWRTWR

VehicleVehicleIntegrationIntegration

TPTPTPTP

HIHIHIHI

TWRTWRTWRTWR

PropulsionPropulsion

TPTPTPTP

HIHIHIHI

TWRTWRTWRTWR

OccupantOccupantEnvironmentEnvironment

TPTPTPTP

HIHIHIHI

TWRTWRTWRTWR

InformationInformationand Controland Control

Adrian Mitcham:Project Leader /Vehicle Electronics

ChrisWright

DavidWareing

ServePloumen

VincePendlebury

David Cramer:Information/Control andTechnology Partnerships

Tim Moore:Advanced Technology andCustomer Requirements

Neil Simpson:Vehicle Design

TWR Group:SpecialistsFab. Shops

• Product requirements

• Technology toolboxes

• Industry data

• Development blueprints

• Evaluation and selection strategy

• Path to production

FOM the Concept

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Cost to M anufacture and Assem ble Airfr ame S tr ucture 1 00

Pa rt Count Re duc tion

40 3 1 .2 0 0 0 0 5 2 0 0 0 0 0 0 6 2 .4 0 0 0 0 0 0 0 0 8 3.2 0 0 0 0

Few er, i nteg rate d struc tu ral c omp one nts

Fabrica tion Sc e na rio 20 6 1 .2 0 0 0 0 8 1 .6 0 0 0 0 0 0 3 0 .6 0 0 0 0 0 0 0 0 5 1 0 0 0 0

Cos t o f too li ng and fabri ca t ing ind iv id ua l co mpo ne nts

Fabrica tion Ris k 10 8 0 .8 0 0 0 0 8 0 .8 0 0 0 0 0 0 2 0 .2 0 0 0 0 0 0 0 0 4 0.4 0 0 0 0

Tec hni ca l ris k of fab ric at io n sc en ari o

Ass e mbly Sc e na rio 20 8 1 .6 0 0 0 0 4 0 .8 0 0 0 0 0 0 6 1 .2 0 0 0 0 0 0 0 0 5 1 0 0 0 0

Eas e of as se mbl y, a ss emb ly a cce ss , f i t-u p, to le ran ce e tc .

Ass e mbly Ris k 10 7 0 .7 0 0 0 0 7 0 .7 0 0 0 0 0 0 3 0 .3 0 0 0 0 0 0 0 0 5 0.5 0 0 0 0

Tec hni ca l ris k of as se mbly sc ena rio

Total Airfram e Cos t FOM Score 5 .5 0 0 5 .9 0 0 0 4 .7 0 0 0 0 6.1 0 0

Vehicle Design and Perfor mance 1 00(as a pp lica ble to moder n, LO figh te r type a irc ra ft)

App lic ab ility to othe r Airc raft 35 6 2 .1 0 0 0 0 8 2 .8 0 0 0 0 0 0 7 2 .5 0 0 0 0 0 0 0 0 8 2.8 0 0 0 0

Can des ig n/mfg co nc ep t b e bro adl y u ti li ze d

We ight Pa y-o ff 15 6 0 .9 0 0 0 0 6 0 .9 0 0 0 0 0 0 3 0 .5 0 0 0 0 0 0 0 0 4 0.6 0 0 0 0

Is ap pro ach struc tu ral ly c le an /e ff ic ien t/e le ga nt

Pa ck ag ing 15 7 1 .1 0 0 0 0 7 1 .1 0 0 0 0 0 0 3 0 .5 0 0 0 0 0 0 0 0 5 0.8 0 0 0 0

Doe s ap pro ac h li mit or enh a nce p ac ka gin g free do m

Acce s s 15 6 0 .9 0 0 0 0 6 0 .9 0 0 0 0 0 0 3 0 .5 0 0 0 0 0 0 0 0 4 0.6 0 0 0 0

Ac ce ss for i ns ta ll at io n of Sub Sys tems

Ac ce ss for ma in te nac e of s ub -sys tems a nd v eh icl e

Modularity (M is s ion and/or Se rv ic e Adaptive ) 10 3 0 .3 0 0 0 0 3 0 .3 0 0 0 0 0 0 3 0 .3 0 0 0 0 0 0 0 0 3 0.3 0 0 0 0

Is ap pro ach ame nab le to mo du lar d es ign con ce pts

Re pair 10 3 0 .3 0 0 0 0 3 0 .3 0 0 0 0 0 0 3 0 .3 0 0 0 0 0 0 0 0 3 0.3 0 0 0 0

Do d esi gn /mfg con ce pt fea tu res l imi t o r e nha nc e rep ai rab il ity

Total Veh icle De s ign a nd Perform ance FOM Sc ore 5 .6 0 0 6 .3 0 0 0 4 .4 0 0 0 0 5.4 0 0

Conce pt TOTAL

Cos t Sco re 5 .5 0 0 5 .9 0 0 0 4 .7 0 0 0 0 6.1 0 0

Des ig n/Pe rforma nce Sc ore 5 .6 0 0 6 .3 0 0 0 4 .4 0 0 0 0 5.4 0 0

Total As se ss ment = Cos t x Des ig n/Pe rforman ce 31 0 0 37 0 0 0 21 0 0 0 0 33 0 0

Ranking ## ## ## ## ## ## ## ## ## ## ## ## ## ## ##

Sel ecti on FOM Matri xLast FOM U pdate: 3/ 21/95

Brainstorm & Sketch1

Summarize theConcept on the

Plate

O verwing 1A I ntegr ated conve ntiona l 03 FEB95 031

– Thre e ma jor sub assem blies: f uselage , tailboom , an d wing.– F iber p laced or ta pe p la ced sandwich skins.– On e-pie ce wing s pars u sing f ib er p lace,RTM , VARTM, o r cur efor m.– In dividual rib piec es using RTM , VARTM, o rcure form .– On e-pie ce Fuselag e fra mes u sing RTM,VARTM, or cur efor m.– Bend in g ta ken in win g.

– Sa ndwich c ould b e foa m or cor e.– Multip le piece s mad e ba ck-to- back.– Bo n r ib s in place with E-b eam’e djoin ts.

– In tegr ation of spa rs, r ib s, an d skins in to asingle wing bo x compo nen t.– In tegra l tailbo om co mpo nent.– Tailore d laod path in fra me s.

– Pe rm anten tly seale d wing b ox.– Requ ir es de velopm ent o f E-be amjoin ts.

Drawin g: 0 020- 001

Lockheed Advanced Development Company

C ONCEPT TITLE

IATAPRELIMINARY CONCEPTS

C ONCEPT FAMILY ID DATE FOM SCOR E

STRUCTURAL LAYOUT

DESIGN FEATURE S MFG/ASSY FEATURES

B ENEFIT S RISKS

Page ##

##

Update DesignTree

5

43IA TA D ESIG N TRE E

STRU CT URA L CO NC EPTS

AL TE RNATE CONCE P TS INT E GRA TE D CONVE NTIONAL INT E GRA TE D S UBSYS TE MS

CONCE PTGENE RAT ION

CONCE PT DEVE L OPM ENTAND S E LE CTION

FINAL CONCE PT DEVE L OPM ENTAND S E LE CTION

Overw in g Tub eW ing c ompr is ed of

box beam s

F in al C onc eptDes c ri ption

D ow nsel ec t 1Des c ript ion

D ow nse lec t 2Des c ript ion

D ow nsel ect 3D es c ri pti on

TBE

TBE

Wi ng D esi gn s F uselag e D esig ns W ing/ Fu se lage D esign s

Ri bbo ni zed C el l 1A , 2AM ac r o-c ell ul ar subs tr uc ture

Quasi -Mo noc oqueSti ffened l am inate sk i ns ,

reduc ed s ubs t ruc tur e

Press ure Ves selCy li ndr ic al Subst ruc tur e

t hat ef fi ci ent ly r eact s fuel pres s ure

Ha lf she llCl am s hell fus elage i ntegral

fus elage/t ail cl am s hell

Mod ula r T ubeInt egr al tail boom k eel s on, and s idebody

Over/U n der Ben din g Bu lkh eadIntegr al s par/ fr ame/bulk head/hardpoints

Win g/ Fus ela ge Eg g Crat eSl otted as s embly of w ing/ fus elage

c omponents

B ackb one 1 A & 2APri mary l oads reac ted by r obus t wing box

Wi ng/ F usel age T ubeW ing and Fus elage c ompros ed of tubes

Overw in gOne- piec e bult up wing

C ent er li neSubs tr uc t ur e at tac hes at c enter line

Over/ U nder Be ndi ngInt egr al spar /f rame/ bul khead/har dpoi nt s

Si de bod yWi ng s ubs tr uc ture attac hes at k eel s on

TBETBE

Sy ste ms T ub edes c ri ption

Wi ng/ Fu sel age I nt eg ra ti onD es c ri pti on

Wi ng I nte grat io nD es c ri pti on

TBE

TBE

TBE

Complete PreliminaryLayout Drawing

2

Design PhilosophyDesign PhilosophyWhat perspectives might enable What perspectives might enable the team to apply the blueprint the team to apply the blueprint effectively during product effectively during product developmentdevelopment

Concept FeaturesConcept FeaturesWhat design features, if they What design features, if they were successfully integrated were successfully integrated into the design of the system, into the design of the system, would have the most significant would have the most significant impact on attacking driversimpact on attacking drivers

ChallengesChallengesConsidering the Considering the

specific application of specific application of this system, what are this system, what are perceived as perceived as challenges in challenges in integrating the design integrating the design features, philosophy, features, philosophy, and expanding and expanding design freedom to design freedom to best meet product best meet product requirementsrequirements

Design FreedomDesign FreedomWhat are areas the team can What are areas the team can explore to expand their design explore to expand their design freedom, allowing more freedom, allowing more options, solutions, strategies, options, solutions, strategies, than currently availablethan currently available

Breakthrough Breakthrough AreasAreas

Assuming the current Assuming the current paradigm, and paradigm, and considering the considering the vehicle product vehicle product requirements, what requirements, what breakthroughs will be breakthroughs will be required for this subrequired for this sub--system to contribute system to contribute to the vehicle meeting to the vehicle meeting product requirementsproduct requirements

For each breakthrough For each breakthrough area, list the drivers area, list the drivers that have a that have a significant, unusual, significant, unusual, or inordinately large or inordinately large influence on the influence on the parameter identified parameter identified as requiring a as requiring a breakthroughbreakthrough

Blueprint Format for a System

Propulsion26% Trim

29%

Elec trica l4%

Chas sis17%

Body24%

Ma ss Brea kdow n: Industry

Body19%

Propu lsio n28% Trim

30%

Electrical6%

Ch assis17%

Cost Bre akdown: Industry

Profit11%

C hassis6%

E lectrical4%

P ropuls ion8%

Trim11%

Product Eng.3%

Mfg. D ev.12%

Corp Ohd8%

Sales /Dist/Warr24%

As sembly8%

Structure5%

Total = $25,000

Total Cost Breakdow n: Industry

INPUTS

LEVELS OF DECISION

If we are to achieve results never before accomplished, we must employ methods never before attempted. Sir Francis Bacon, Philosopher

The process is as important as the people. David Taggart, Engineer

ENVIRONMENT

Present Paradigm(macro platform)Present Paradigm(macro platform)



BREAK FREE

DFT 053002 p 12/

development blueprints

◊ A tool to focus the team’s effort, increase chances of uncovering valuable possibilities, avoid non-value paths

◊ They get better at the end of a program

◊ Most effective when an intimate understanding exists of the drivers, technologies, and challenges

◊ A living document... a starting point that is refined

◊ Only effective if you have an awareness of what goes into them, if you use them, and if you refine them

◊ There is no right way to do them, “what works” is the success criterion

DFT 053002 p 13/

where it fitsProduct requirements

Experience:• Drivers• Technologies• Application

Identify the key “breakthrough” areas

Disintegrate the drivers

Strategize on a blueprint

Apply blueprint to inform the program activities:

brainstorming, investigations, analyses

Integration• Integration of Components

• Integrate Design w/ Material• Integrate Design w/ Mfg.Processes

IntegrationIntegration•• Integration of ComponentsIntegration of Components

•• Integrate Design w/ MaterialIntegrate Design w/ Material•• Integrate Design w/ Mfg.ProcessesIntegrate Design w/ Mfg.Processes

Concept Features• Fastenerless Assembly

• Global Complexity vs Local• Multi-Functional Components• Tailored and Continuous Load

Paths/Transitions• Repeatable Performance

• LDF Stamping, RFI w/ Preforms, ...

Concept FeaturesConcept Features•• Fastenerless AssemblyFastenerless Assembly

•• Global Complexity vs LocalGlobal Complexity vs Local•• Multi-Functional ComponentsMulti-Functional Components•• Tailored and Continuous LoadTailored and Continuous Load

Paths/TransitionsPaths/Transitions•• Repeatable PerformanceRepeatable Performance

•• LDF Stamping, RFI w/ LDF Stamping, RFI w/ PreformsPreforms, ..., ...

ChallengesBody Structure

• Out-of-Plane Loading• Low Cost Assembly• Cycle Time & Rate• In Process Color

• Structural Stability• Service Environment• Energy Absorption

Realistic Solution• Production Performance

• Production Costs• Applicability

• RM&S

ChallengesChallengesBody StructureBody Structure

•• Out-of-Plane LoadingOut-of-Plane Loading•• Low Cost AssemblyLow Cost Assembly•• Cycle Time & RateCycle Time & Rate•• In Process ColorIn Process Color

•• Structural StabilityStructural Stability•• Service EnvironmentService Environment•• Energy AbsorptionEnergy Absorption

Realistic SolutionRealistic Solution•• Production PerformanceProduction Performance

•• Production CostsProduction Costs•• ApplicabilityApplicability

•• RM&SRM&SExpand Design Freedom

• Geometry• Process Capabilities• Materials Capabilities

• Packaging / Installation / RM&S

Expand Design FreedomExpand Design Freedom•• GeometryGeometry

•• Process CapabilitiesProcess Capabilities•• Materials CapabilitiesMaterials Capabilities

•• Packaging / Installation / RM&SPackaging / Installation / RM&S

Structural Weight• Design

• Material Density• Singular Function• Assembly Related• Load Redistribution

• Stability

Structural WeightStructural Weight•• DesignDesign

•• Material DensityMaterial Density•• Singular FunctionSingular Function•• Assembly RelatedAssembly Related•• Load RedistributionLoad Redistribution

•• StabilityStability

Production Cost

• Touch Labor• Part Count & Complexity

• Overall Cost Effectivenessof Production Scenario

Production CostProduction Cost

•• Touch LaborTouch Labor•• Part Count & ComplexityPart Count & Complexity

•• Overall Cost EffectivenessOverall Cost Effectivenessof Production Scenarioof Production Scenario

Fabrication

Assembly

MiscQuality

Material

Integrated Structure Blueprint

Handling and control Provide handling at primary design point (e.g., curbmass + driver) notably improved over conventionalcounterparts in terms of first-mode body stiffness,maintenance of contact-patch over road surfaceirregularities, maximum skid-pad lateral acceleration,anti-dive when braking, and anti-sway when cornering,with only minimal degradation at GVW.

As specified (with the SubaruForester, Lexus RX-300, and RenaultEspace as benchmark vehicles forcomparison), but open to furtherinterpretation by design team

Note that handling of high-quality Europeansedans has, according to certain reviews, beenachieved by the Renault Espace mini-van

May be desirable to explore active, semi-active,or regenerative systems to surpass benchmarkswhile handling fundamental design issues

Safety andcrashworthiness

Safe braking, handling, and control appropriatelyinsensitive to specified payload range

Improved (relative to conventional) crash avoidance andsingle-vehicle crash behavior

Crash compatibility (with other vehicles on the road)should be on par with conventional counterparts

Light on impact with collision partner to minimizeliability for damage to other vehicles or property

As specified Anticipate later development of means forhandling product variants

Interior, NVH, and ErgonomicsInterior climate control Provide improved interior climate on entry to vehicle

after hot or cold soak and reduced time to achievedesired comfort level (why redueced time?)

Provide seating with inherently better thermal comfort

Minimize associated energy consumption

HVAC, coupled with vehicle design(passive thermal management), mustmeet requirements for attaining andmaintaining thermal comfort over thestandard range of automotive ambienttest conditions for the US

Note that HVAC loads were omitted fromtechnical analysis conducted by LotusEngineering and have been determined otherwiseto play an important role in vehicle fuel economy

Interior trim Provide seating with improved ergonomic support andease of removal or re-configuration (rear seatinglocations)

Maximize washable surfaces and similar low- or easy-maintenance characteristics

As specified—open to design teaminterpretation

Trim required only for primary touch surfacesand to maintain visual continuity

General ergonomics Good lines of sight for backing up, tight spaces, andlane changes

Design focused on carrying, and providingoptimized access to, tools, supplies, and technicalequipment for improved worker health/safety andefficiency (including improved sight lines);

Noise, vibration, &harshness (NVH)

Should be improved with respect to minimizing thetypical compromise between NVH and handling

At least comparable to conventional Special attention should be paid to transmissionof noise and vibration through body & structure

Fuel system Any that does not prevent other requirements being met Open Should aid in achieving other requirements

Generate possible solutions that meet

product requirementsFabrication

Procurement

Assembly

Inventory

Quality Control

Product Development

Production Scale-up

• Complexity of parts• Processes used• Number of parts• Labor content

• Advanced technology• All fabrication issues

• Complexity of componentsand interfaces

• Labor content

• Number of parts• Lead time• Turnover

• Post inspection• Robust manufacture

• Answering customerscurrent value target

• System wide changes

• Complex system of subs• Diverse requirements• Production v performance

• Cycle time, # of yahoo’s• Lost of parts affect value• Value constrained to

amenity and performance

• Variety of processes• Variety of equipment• Training and engineering

• Fit-up/tolerance• Labor content• Factory overhead• Number of parts

DFT 053002 p 14/

team

DFT 053002 p 15/

team environment

◊ Need diversity across any measure

◊ Need relevant experience and knowledge

◊ Need a clear mission

◊ Need some form of structure

◊ Communicate expectations and cause accountability

◊ Measurements of progress are clear and checked regularly, with timely corrective actions made

◊ COMMUNICATION is paramount

◊ Espouse effectiveness, not effort or hard work

◊ Generate results, not activity

◊ Question “absolutes”

◊ Respect others and expect their respect

DFT 053002 p 16/

◊ Best practice aerospace systems-engineering

unique synthesis of expertise

Skunk Works breakthrough product development Right-the-first-time design practice

DFT 053002 p 17/



◊ Entrepreneurial spirit & motorsport heritage

DFT 053002 p 18/


◊ Rigor of high-volume auto industry


◊ Entrepreneurial spirit & motorsport heritage

DFT 053002 p 19/

revolution

DFT 053002 p 20/

revolution

◊ Sport utility crossover

DFT 053002 p 21/

revolution

Chevy Blazer Revolution◊ Sport utility crossover

◊ Seats five comfortably

DFT 053002 p 22/

revolution



◊ Accelerates 0–60 mph in 8.1 s

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revolution




◊ 330-mile range on 7.5 lb H2

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revolution





◊ Designed for tailorability, reliability, and long life

DFT 053002 p 25/

revolution






◊ 99 mpg equivalent(5 Lexus RX-300)

DFT 053002 p 26/

H2OH2O

H2O

H2O

H2O

H2O

H2O

H2OH2O

H2O

H2OH2O

H2O

H2O

H2O

H2O

H2O

H2OH2O

H2O

revolution

H2H2

H2

H2

H2

H2

H2

H2

H2

H2

H2H2

H2

H2

H2

H2

H2

H2

H2

H2◊ Sport utility crossover






◊ tailpipe emissions are hot water vapor

DFT 053002 p 27/

revolution







◊ tailpipe emissions are hot water vapor

◊ a fighter on wheels

DFT 053002 p 28/

Motorsfor each wheel

35-kW Fuel Cell

CompositeHydrogen tanks

Load levelingbatteries

Powerconverter

Adaptivesuspension

HVAC Compositesuspension

Thermal Management

packaging / configuration

DFT 053002 p 29/

vehicle dynamics

•All-wheel digital traction, stability, and braking

Upper Wishbone

Front Subframe

Front Knuckle

Lower Wishbone

Rear Trailing Arm

DFT 053002 p 30/

occupant environment

DFT 053002 p 31/

summary of the Revolution

Uncompromised Performance

◊ Matches or beats conventional platforms in style, comfort, performance, and safety

◊ 99 mpg equivalent on H2 gas

◊ Zero emissions

◊ Cost competitive in a variety of variants near term or longer term

◊ It is desirable by any measure

Breakthrough Design & Manufacturing

◊ Platform-based versatility

◊ Breaks into profitable 50k niche volumes

◊ Powerful onboard information network w/ fault tolerant power supply & distribution

◊ Brake, power, traction, and steer by-wire

◊ Bonded, lightweight Carbon/TP structure

◊ Innovative vehicle assembly ideal for niche variants

DFT 053002 p 32/

so how about that mass reduction?

“Fat men cannot run as fast as thin men, but we build most of our vehicles as though dead-weight fat increased speed….I cannot imagine where the delusion that weight means strength came from….

“…[Lightweight cars] would also go faster and consume less fuel. Reducing weight usually involved reducing materials, which, in turn, meant reducing cost as well….”

—Henry Ford

DFT 053002 p 33/

it is hard work

SystemConventional Vehicle Mass

(kg)

Revolution Mass(kg)

Difference

Structure 430 187 -56.6%

Propulsion 468 288 -38.4%

Chassis 306 201 -34.2%

Electrical 72 33 -53.6%

Trim 513 143 -72.1%

Fluids 11 4 -62.0%

Total 1,800 857 -52.4%

DFT 053002 p 34/

risk

DFT 053002 p 35/

risk management

◊ Awareness and tracking are crucial◊ Tools:

Path to production criterion enforces ability to scale-up for production within 5 year timeframe

“Top five” risk tracking Building block development approach

◊ Foundation platform represents the desired fuel efficient architecture… Now that we have an idea what it looks like and costs, alternate

energy generating options can be evaluated and integrated to address availability, cost, market opportunities, regulatory mandates…

◊ Commercialization Borderline technologies have fallbacks Customer acceptance Customer pull (awareness) Regulations and change Robustness

DFT 053002 p 36/

“top five’s” at various levels

Top Five Program Risks

Unanticipated technological challenges/ insufficient program timing

Low Cost/Timing Rigorously apply PD gameplan, TP involvement

Insufficient TP participation Medium Cost/Timing Extensive collaboration, TP liaisons

Legal compliance Medium Product Involve regulatory bodies, define fallbacks

Unfocused product requirements Low Cost/Product Disciplined focus on must-haves

Conventional creep Medium Product Awareness and commitment to outcome

Top Five System Level Risks

Development of VIMaCS High Product/Cost Utilize industry standard development tools and protocols

Integration of crash, fail safe, and vehicle safety systems

High Product/Cost Apply system-focused requirements

Availability of development and test hardware

High Timing TP relationships and clear commitments

Meeting desired production cost target Medium Cost/Timing Insure required investment is available to maintain program focus and momentum

Having the vehicle engender driver confidence despites its unique technology and interface

Medium Awareness Involve customers early, maintain occupant focus of VIMaCS

DFT 053002 p 37/

influence

DFT 053002 p 38/

automotive industry

◊ Seeing the same trends in many sectors: much higher differentiation, lower volumes of distinctive variants, platform engineering across the spectrum

50,000 75,000 100,000 150,0000

5

10

15

20

25

30

35

40

45

0

0.5

1

1.5

2

2.5

3

3.5

Mod

els

Vol

um

e (m

illi

ons)

Vehicles/year

Number of car models

Cumulative volume of cars produced

DFT 053002 p 39/

automotive industry

U.S. Dept. of Commerce: Detroit market share slipped

more than 2% in 2001

KPMG LLP Survey of Detroit Executives

DFT 053002 p 40/

advantages for manufacturers

◊ Mass customization Modular, low cost assembly at niche-size volumes

14 major components, hand-liftable, self-fixturing, bonded assembly

DFT 053002 p 41/



◊ High degree of design flexibility Exterior skins tailorable to individual market niches

Achieve economies of common components

“Platform” engineering

DFT 053002 p 42/



◊ High degree of design flexibility Exterior skins tailorable to individual market niches

Achieve economies of common components

“Platform” engineering

◊ Lower financial risk of composite design and plug and play assembly Lower fixed cost

Modular equipment investment can be tailored for volume

Permits diverse model portfolio

Comparable total production cost

DFT 053002 p 43/

opportunity

DFT 053002 p 44/

First Flights of R&D Air Vehicles

0

5

10

15

20

25

40 50 60 70 80 90

Year

# Fi

rst F

light

s

history of development progress

◊ History has seen dramatic swings in development progress

Overall AC Performance

Stealth technologies ???Technology: Jet Propulsion

WWII Korea Vietnam Cold War Two Fronts TerrorismEvent:

DFT 053002 p 45/

what will make a difference

Experience

LeadershipTechnological Leap

“experience, i.e. the steady buildup and maintenance of expertise over time through constant learning by doing, is

critical in the cost-effective design and development of successful military aircraft” RAND “The Cutting Edge”

"The Skunk Works is a concentration of a few good peoplesolving problems far in advance - and at a fraction of the

cost - by applying the simplest, most straightforwardmethods possible to develop and

produce new products." Kelly L. Johnson

“People who seem to have a new idea, have often just stopped

having an old idea”

“Invention is a sudden cessation of stupidity”

Edwin Land

DFT 053002 p 46/

fuel efficiency as the next big leap

Benefits of 5x improvement in fuel efficiency:◊ Oil savings:

U.S. potential = 8 Mbbl/day = 1 Saudi Arabia = 42 ANWARs World potential = 1 OPEC

◊ Lead a fast transition to a hydrogen economy◊ Energy efficient platforms, in one single act, improves:

Expeditionary reaction time National security National independence of foreign oil Time on station of any vehicle Range and payload of any vehicle Radical reduction in logistical tails and fuel costs in-theatre Major strategic and tactical advantage for many years to come Local air quality, with global implications

◊ “Air pollution takes more lives than murder, AIDS, and traffic accidents combined” Environmental Working Group, Washington

DFT 053002 p 47/

summary

DFT 053002 p 48/

◊ It’s process and people that makes the difference

◊ Get clear on the priorities

◊ The power of innovation

◊ Build, test, and fail early

◊ There is no substitute for experience

◊ Whole systems view is essential to maximize design freedom

◊ Breakthroughs require:

a huge commitment

strong experienced leadership and team

faith that a solution does exist

managing your risks, building, testing, and stacking the deck!

summary

DFT 053002 p 49/

thank [email protected]

“A Scientist discovers that which exists……an Engineer creates that which never was”

Theodore von Karman

“Whatever you can do, or dream you can, begin it……Boldness has genius, power, and magic in it”

Goethe

“The world that we have made as a result of the level of thinking we have done thus far, creates problems that we cannot solve at the same level we create them at”

Albert Einstein

efficient product development for ideo 2002

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