Efficient Product Development for IDEO 2002

“Efficient Product Development”
or
“Creating a Revolution”

IDEO
30 May 2002
David F. Taggart, CTO
Hypercar, Inc., Basalt, CO
dtaggart@hypercar.com
DFT 053002 p 1/

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
DFT 053002 p 2/

efficiency

DFT 053002 p 3/

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

DFT 053002 p 4/

working backwards

◊ Conventional design: from ◊ Hypercar® design: from
fuel to wheels wheels back to fuel

◊ ~7 units of fuel are used ◊ Radically cut the car’s
to deliver 1 unit of energy mass and drag first
to the wheels yielding
compounding losses ◊ Each unit of energy saved
at the wheels saves ~7
◊ Since ~85% of the fuel units of fuel up front
energy is lost in the yielding compounding
engine, en route to the savings
wheels, and in accessories,
focus on incremental ◊ This makes several times
reductions in those losses improvements in efficiency
do-able

DFT 053002 p 5/

system efficiency / technology

New applications of technologies:
Reduce platform loads:
• Advanced composite structure
• Mass/inertia • Hybrid-electric drive
• Thermal loads • Electronics & software intensive control
• Aerodynamic drag • Efficient suspension, propulsion, and
accessory technologies
• Rolling resistance
• Power transmission
efficiency

START FROM A CLEAN
SHEET AND OPTIMIZE
THE VEHICLE AS A
SYSTEM

Then provide required
energy in an efficient,
Must consider complete clean, and cost-
production and overhead costs effective manner
as well as cradle to grave costs
to uncover practical solutions
DFT 053002 p 6/

strategy

DFT 053002 p 7/

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

DFT 053002 p 8/

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
Hypercar Foundation Platform

Platform #1 Platform #2 Platform #3

?

DFT 053002 p 9/

design in the future

Present Paradigm New Paradigm
(macro platform) (foundation platform)

DFT 053002 p 10/

process and people
ENVIRONMENT
INPUTS If we are to achieve results never before accomplished, we must employ BREAK FREE
• Product requirements methods never before attempted. Sir Francis Bacon, Philosopher Present Paradigm New Paradigm
(macro platform) (foundation platform)

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

• Technology toolboxes TWR TWR

Vehicle
Dynamics HI HI
Integration

TP Chris David TP

Wright Cooper

• Industry data Neil Simpson:
David Cramer:
Adrian Mitcham: David Taggart: Information/Control and
Vehicle Design
B ody
2 4%
Ma ss Bre a kdow n: Industry

Chas sis
17 %

E lec trica l
4%
Body
19%
Co st B re akd o wn : In d u str y

Ch assis
17%

Electric al
6%
TWR Group:
Project Leader /
Vehicle Electronics Core Team
Core Team Program Manager /
Composite Structures
Technology Partnerships
Tim Moore:
SUPPORT NETWORK
Specialists Advanced Technology and
P ro pul sio n Propu lsio n

Technology Partners
26 % Trim 28% Trim
29% 30%

Total = $25,000
To tal C ost B reakd o w n: In du stry

Sales /D ist/Warr
24%
Fab. Shops Customer Requirements 

Hypercar, Inc.
Profit
11% As sembly
8%

David Vince Serve
Structure


C orp Ohd 5%
8%
C hassis
6%

Wareing Pendlebury Ploumen
E lectrical
Mfg. D ev. 4%
12%

Advisors
P ropuls ion
Product Eng. 8%
Trim
3%
11%

Development blueprints
TWR TWR

•

Information HI Propulsion HI
 Investors
and Control
Customers
Blueprint Format for a System

Breakthrough Concept Features

Assuming the current
Areas What design features, if they
were successfully integrated
into the design of the system,
Challenges
TWR 
paradigm, and would have the most significant
considering the
vehicle product
impact on attacking drivers Considering the
specific application of TP TP
requirements, what this system, what are
breakthroughs will be perceived as
Design Philosophy

Occupant
required for this sub-
sub- challenges in
system to contribute What perspectives might enable integrating the design
to the vehicle meeting the team to apply the blueprint features, philosophy,
product requirements effectively during product and expanding
HI
Environment
development design freedom to
For each breakthrough
best meet product
area, list the drivers requirements

RULES OF ENGAGEMENT
that have a
significant, unusual, Design Freedom
or inordinately large
influence on the What are areas the team can
parameter identified explore to expand their design
as requiring a freedom, allowing more
breakthrough options, solutions, strategies,

Evaluation and selection strategy
TP
than currently available

•
1. Generate RESULTS, not activity
Espouse effectiveness, not effort or hard work
2 Complete Preliminary

2.
1 Brainstorm & Sketch Layout Drawing

3. Keep Team Small: bring in fresh ideas/perspectives as needed
5 Summarize the
Concept on the

Be your WORD… deliver on your commitments
Plate

4.
Lockheed Advanc ed Development Company

IATA

Update Design
PRELIMINARY CONCEPTS 

3 4 FOM the Concept C ONCEPT TIT
O verwing 1A
LE C ONCEPT FAMILY
I ntegr ated conve ntiona l
ID DATE
03 FEB95
FOM SCOR E

Tree
## 031

STRUCTURAL LAYOUT
Drawin g: 0 020- 001
Inte gra te d Conv e ntiona l Fa m

Sel ecti on FOM Matri x
Ov e r/Un d e r Be n d in g Bu lk h e a
Alte rn a te In te g ra te d F a m ily

IA TA D ESIG N TRE E
Last FOM U pdat e: 3/ 21/95
W in g /F u s e la g e T u b e 1 A

STRU CT URA L CO NC EPTS
Ov e r/Un d e r Be n d in g 1 A

Qu a s i Mo n o c o q u e 1 A
Pre s s u re Ve s s e l 1 A

AL T RNAT CONC P T
E E E S INT E GR T DCONVE NT
A E IONAL INT E GR T DS UBSYS T MS
A E E
Rib b o n ize d Ce ll 1 A
Ov e rwin g T u b e 1 A

Mo d u la r T u b e 1 A
Off th e W a ll 1 A

Ro p e T ru s s 1 A

Wi ng D es gn s
i F usel g eD esi ns
a g W i g/ Fu e age D esi n s
n s l g
Ce n te rlin e 1 A

Ba c k b o n e 1 A
Sid e b o d y 1 A
Ov e rwin g 1 A

Ha lfs h e ll 1 A

Over w n g Tub e
i P ess ur e V sel
r es H f she l
al Over / n der B di g B kh ead
U en n ul Wi ng/ F usel age T ube Over w n g
i S de bod y
i S st msT ub e
y e
W n g c ompr s ed of
i i Cy i n r c al Subs u c t r e
l d i tr u Cl ams hel f s el ge i nt gr l
l u a e a ne l
I t gr a s par r ame/ ul head/ ar poi t
/f b k h d ns W n g and Fus el ge c ompr s ed of u bes
i a o t One pi c e bul up wi g
- e t n W n s ub t uc t r at c hes at k ee s o
i g sr ue t a l n de c i pt n
s r o i

Talk straight… say what YOU mean
box bea s
m t hat f c e t y r eac s f el pr s s ur
ef i i n l t u e e u a t l l
f s el ge/ ai c ams hell

a

TBE Cos to M a
t nufacture and As m b Airfr ame S t uc
se le r ture 1 00

P rt C u n t Re d c t o n
a o u i 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
F ew er, i nteg rate d struc t ral c omp one nts
u

F rica tio S e n rio
ab n c a 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
Quasi - o noc oque
M Mod ul r T ube
a B ackb one 1 A & 2A Over / U nder B ndi ng
e Wi ng/ Fu sel age I nt eg r t on
ai

LEVELS OF DECISION
St f ned l a n at s i n ,
i e m i e k s n r
I t eg al t l bo m k ee s o , and s d ebody
ai o l n i Pr mar l oa s e ac t d by r ob s t wi g bo
i y d r e u n x n r
I t eg al s ar / a me/ b l k ead/ ar d oi n s
p fr u h h p t D e c i pt o
s r i n Cos t o f too i ng and fabri ca ti g nd v d ua l co mpo ne nts
l n i i i
e
r duc ed s u s t u c t r e
b r u

5.
F rica tio R k
ab n is 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
CONC PT
E DESIGN FEATURE S MFG/ ASSY FEATURES
GE RAT IO
NE N T ec hni ca l ri k of fab ri ati n sc en ari o
s c o
Ass e mb ly S e n rio
c a 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 – T hre e ma jor sub assem blies: f uselage , tail – Sa ndwich c ould b e foa m or cor e.
TBE boom , an d wing. – Multip e piece s mad e ba ck-to- back.
l
Eas e of as se mbl y, a ss emb y a cce ss , fi t u p, o e ran ce e t .
l - t l c
– F iber p laced or ta pe p a ced sandwich skins.
l – Bo n r b s in place with E-b eam’e d
i
Ass e mb ly R k
is 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
– On e-pie ce wing s pars u sing f b er p lace,
i join ts.
T ec hni ca l ri k of as se mbl sc ena ri
s y o RTM , VART M, o r cur efor m.
R bbo ni zed C el l 1A , 2A
i Wi g/ Fus el ge E g C at e
n a g r C ent er i ne
l Wi ng I nt gr at o n
e i T tal Airfram e Co s t F OM Sco re
o 55
. 0 0 5 .9 0 0 0 4 .7 0 0 0 0 6.1 0 0
– In dividual rib piec es using RTM , VART M, o r
M a r o- el u ar u bs t uc t r
c c l l s r ue Sl ot d a s embl of w n g u s el ge
e s
t y
c ompon nt
e s
i /f a Subs t u t r e at t c he t c ent r n e
rc u a s a e i l D e c i pt o
s r i n
Vehic Desig and Perfor m
le n ance 1 00
cure form .
(as a p lica b to mo d er n L fig te r typ e a rc ra ft)
p le , O h i – On e-pie ce F uselag e fra mes u sing RT M,
Ap li ab il ty to o e rAirc raft
p c i th 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 VART M, or cur efor m.
TBE Can des g n/mfg co nc ep t b e bro adl y u t i ze d
i il
– Bend n g ta ken in wi g.
i n
We g h t P y-o ff
i a 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 t ral y c e an / ffi en t/ e ga nt
u l l e ci el
B ENEFIT S RISKS
P ck ag in
a g 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 – In tegr ation of spa rs, r b s, an d skins in to a
i – Pe rm anten tly seale d wing b ox.
D ow nsel ec t 1 D ow nse ec t 2
l D ow nsel ect 3 Doe s ap pro ac h i mi or enh a nce p ac ka gi g free do m
l t n single wing bo x compo nen t. – Requ r es de velopm ent o f E-be am
i
– In tegra l tailbo om co mpo nent. join ts.
Des c r t o n
p i
i D e c i pt o
s r i n
Des c r t o n
p i
i
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
CONC PT
E – T ailore d laod path in fra me s.
Ac ce ss for i ns t l ati n of Sub Sys tems
a o
DE L OPM E
VE NT
ANDS E L CT
E ION Ac ce ss for ma n t nac e of s ub -sys tems a nd v eh cl e
i e i
TBE TBE TBE
Mo d larity (M i s io an d r S rv i e Ad ap tive )
u s n /o e c 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

Path to production
Is ap pro ach ame nab e to mo du ar d es gn con ce pts
l l i
Page ##

Listen straight… Listen to what is BEING SAID, not what YOU think is
R p air
e 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 / fg con ce pt fea t res l mi t o r e nha nc e rep ai rab l t y
m u i ii
F n al C onc ept
i
Des c r pt n
i oi
T tal Veh icle De s i n a n Perfo rm an ce F
o g d OM Sc ore 56
. 0 0 6 .3 0 0 0 4 .4 0 0 0 0 5.4 0 0

FINAL CONCE PT Co ce p t T OT AL
n
DE L OPM E
VE NT
ANDS E L CT
E ION Cos t Sco re 5.
5 0 0 5 .9 0 0 0 4 .7 0 0 0 0 6.1 0 0
TBE
Des g n/P rforma nce Sc ore
i e 5.
6 0 0 6 .3 0 0 0 4 .4 0 0 0 0 5.4 0 0

T otal A se ss ment = Cos t x Des g n/P rforman ce
s i e 31 0 0 37 0 0 0 21 0 0 0 0 33 0 0

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

6.
•
being said
Level of Core Team Activities Support Team Activities
Detail 7. Revolution vs. Evolution: High risk and unconventional IS the
Immersion ◊ Get on same page regarding program ◊ Define strategy / blueprint convention

PROGRAM CONTROLS
plan, strategies, objectives, deliverables ◊ Establish evaluation criterion
◊ Review, assimilate, and put in forehead ◊ Align on product requirements
8. Use time effectively, and don’t waste other peoples time (be on time
“key” information ◊ Align on schedule for meetings)
• Expectations of each core team leader are Exploration ◊ Create range of vehicle concepts from
familiar to “out there”
◊ List big issues and desirable features 9. There are no colors to ideas, they are simply ideas to be considered
clearly understood and owned
◊ Brainstorm potential solutions
◊ Each includes a complete set of sub ◊ Evolve, separate and identify
by the team
system concepts ◊ Evaluate options and down select 10. Substantiation of issues must match the level of detail and/or the
• Measurements of progress are clear and in ◊ Evaluate concepts and down select 2
most attractive system solutions
◊ Everything must earn its way on board
criticality of the decision
place and checked regularly
◊ Down select attractive options
Evaluation ◊ Take concepts to next level of detail ◊ Outline bill of materials 11. Respect the people you work with and expect their respect in return
Disciplined comparisons of expectations to
◊ Attempt to have complete system ◊ Completely identify and evaluate
• ◊ Evaluate cost, weight, performance, and remaining issues / options / solutions 12. Ideas are useless unless communicated to the team
current status are applied “goodness”
◊ Down select “candidate solution”
◊ Evaluate vehicle performance to
distinguish merit, assess sub-system 13. Question absolutes from a clean sheet, brainstorm, experiment
options
NOT ACCEPTABLE: the words can’t, but, should, not possible,
• Timely corrective actions designed to meet ◊ Down select final sub-system concept
14.

bureaucracy, not responsible, not my job, non-value documentation
objectives, schedule, and/or budget are Final ◊ Take candidate solution to final level of ◊ Detail out remaining issues, close
Definition detail to support credible “production” decisions to yield one complete sub-
Communication, clarity, focus and action is the path to success
defined and implemented cost, weight, and performance estimates system definition
15.

DFT 053002 p 11/
◊ Complete technical demonstrations ◊ Estimate cost, weight, and performance Effective Team = Powerful Concepts = Successful Program
◊ Contribute to technical demonstration

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 12/

where it fits
Product requirements
Handling and control Provide handling at primary design point (e.g., curb As specified (with the Subaru Note that handling of high-quality European
mass + driver) notably improved over conventional Forester, Lexus RX-300, and Renault sedans has, according to certain reviews, been
counterparts in terms of first-mode body stiffness, Espace as benchmark vehicles for achieved by the Renault Espace mini-van
maintenance of contact-patch over road surface comparison), but open to further
May be desirable to explore active, semi-active,
irregularities, maximum skid-pad lateral acceleration, interpretation by design team
or regenerative systems to surpass benchmarks
anti-dive when braking, and anti-sway when cornering,
while handling fundamental design issues
with only minimal degradation at GVW.
Safety and Safe braking, handling, and control appropriately As specified Anticipate later development of means for
crashworthiness insensitive to specified payload ran ge handling product variants
Improved (relative to conventional) crash avoidance and
single-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 minimize
lia bility for damage to other vehicles or property
Interior, NVH, and Ergonomics
Interior climate control Provide improved interior climate on entry to vehicle HVAC, coupled with vehicle design Note that HVAC loads were omitted from
after hot or cold soak and reduced time to achieve (passive thermal management), must technical analysis conducted by Lotus
desired comfort level (why redueced time?) meet requirements for attaining and Engineering and have been determined otherwise
maintaining thermal comfort over the to play an important role in vehicle fuel economy
Provide seating with inherently better thermal comfort
standard range of automotive ambient
Minimize associated energy consumption test conditions for the US

Experience:
Interior trim Provide seating with improved ergon omic support and As specified—open to design team Trim required only for primary touch surfaces
ease of removal or re-configuration (rear seating interpretation and to maintain visual continuity
locations)
Maximize washable surfaces and similar low- or easy-
maintenance characteristics
General ergonomics Good lines of sight for backing up, tight spaces, and Design focused on carrying, and providing
lane changes optimized access to, tools, supplies, and technical
equipment for improved worker health/safety and

• Drivers
efficiency (including improved sight lines);

Noise, vibration, & Should be improved with respect to minimizing the At least comparable to conventional Special attention should be paid to transmission
harshness (NVH) typical compromise between NVH and handling of noise and vibration through body & structure
Fuel system Any that does not prevent other requirements being met Open Should aid in achieving other requirements

• Technologies
• Application
Generate possible
solutions that meet Identify the key
product requirements “breakthrough” areas Fabrication
• Complexity of parts
• Processes used
• Number of parts
• Labor content

Procurement • Advanced technology
• All fabrication issues
• Complexity of components • Fit-up/tolerance
Assembly • Labor content

Disintegrate
and interfaces
• Labor content • Factory overhead
• Number of parts
• Number of parts
Inventory • Lead time
• Turnover

the drivers
• Answering customers • Cycle time, # of yahoo’s
Product Development current value target • Lost of parts affect value
• System wide changes • Value constrained to
amenity and performance
Quality Control • Post inspection
• Robust manufacture

Apply blueprint to inform the
• Complex system of subs • Variety of processes
Production Scale-up • Diverse requirements • Variety of equipment
• Production v performance • Training and engineering

program activities: Integrated Structure Blueprint

brainstorming, investigations,
Concept Features
Concept Features
•• Fastenerless Assembly
Fastenerless Assembly
Structural Weight
Structural Weight •• Global Complexity vs Local

Strategize on
Global Complexity vs Local
•• Design
Design •• Multi-Functional Components
Multi-Functional Components
•• Material Density
Material Density •• Tailored and Continuous Load
Tailored and Continuous Load
•• Singular Function
Singular Function Paths/Transitions
Paths/Transitions Challenges
Challenges

analyses
•• Assembly Related
Assembly Related •• Repeatable Performance
Repeatable Performance
•• LDF Stamping, RFI w/ Preforms, ... Body Structure
•• Load Redistribution
Load Redistribution LDF Stamping, RFI w/ Preforms, ...
Preforms, Body Structure
•• Out-of-Plane Loading
Out-of-Plane Loading
•• Stability
Stability •• Low Cost Assembly
Low Cost Assembly

a blueprint
•• Cycle Time & Rate
Cycle Time & Rate
•• In Process Color
In Process Color
Integration
Integration
Production Cost
Production Cost •• Integration of Components
Integration of Components
•• Structural Stability
Structural Stability
•• Service Environment
Service Environment
•• Integrate Design w/ Material
Integrate Design w/ Material •• Energy Absorption
Energy Absorption
Quality Misc
•• Integrate Design w/ Mfg.Processes
Integrate Design w/ Mfg.Processes
Material Realistic Solution
Realistic Solution
Fabrication
•• Production Performance
Production Performance
Assembly •• Production Costs
Production Costs
Expand Design Freedom
Expand Design Freedom •• Applicability
Applicability
•• Geometry
Geometry •• RM&S
RM&S
•• Touch Labor
Touch Labor •• Process Capabilities
Process Capabilities
•• Part Count & Complexity
Part Count & Complexity •• Materials Capabilities
Materials Capabilities
•• Overall Cost Effectiveness
Overall Cost Effectiveness •• Packaging // Installation // RM&S
of Production Scenario
Packaging Installation RM&S
of Production Scenario

DFT 053002 p 13/

team

DFT 053002 p 14/

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 15/

unique synthesis of expertise

◊ Best practice aerospace systems-engineering

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

DFT 053002 p 16/


◊ Entrepreneurial spirit & motorsport heritage

DFT 053002 p 17/


◊ Entrepreneurial spirit & motorsport heritage
◊ Rigor of high-volume auto industry

DFT 053002 p 18/

revolution

DFT 053002 p 19/

revolution

◊ Sport utility crossover

DFT 053002 p 20/

revolution

Chevy Blazer Revolution
◊ Seats five comfortably

DFT 053002 p 21/

revolution

◊ Accelerates 0–60 mph in 8.1 s

DFT 053002 p 22/

revolution

◊ 330-mile range on 7.5 lb H2

DFT 053002 p 23/

revolution

◊ Designed for tailorability,
reliability, and long life

DFT 053002 p 24/

revolution

◊ 99 mpg equivalent
(5 Lexus RX-300)

DFT 053002 p 25/

revolution

◊ Sport utility crossover H 2O
◊ Seats five comfortably H 2O H 2O
H 2O

H2O
H 2O
◊ 330-mile range on 7.5 lb H2 H 2O
H 2O H 2O
◊ Designed for tailorability, H 2O
H 2O
(5 Lexus RX-300) H 2O H 2O
H 2O

H2O
H 2O
◊ tailpipe emissions are hot
water vapor H 2O
H 2O H 2O
H 2O
DFT 053002 p 26/

revolution

(5 Lexus RX-300)
◊ tailpipe emissions are hot
water vapor
◊ a fighter on wheels

DFT 053002 p 27/

packaging / configuration

Thermal Motors 35-kW Fuel Cell Power
Management for each wheel converter

HVAC Composite
Adaptive Load leveling
Composite suspension
suspension batteries
Hydrogen tanks DFT 053002 p 28/

vehicle dynamics

•All-wheel digital traction, stability, and braking

Rear Trailing Arm

Upper Wishbone

Front Subframe
Lower Wishbone
Front Knuckle

DFT 053002 p 29/

occupant environment

DFT 053002 p 30/

summary of the Revolution

Uncompromised Performance Breakthrough Design & Manufacturing
◊ Matches or beats conventional platforms in ◊ Platform-based versatility
style, comfort, performance, and safety
◊ Breaks into profitable 50k niche volumes
◊ 99 mpg equivalent on H2 gas
◊ Powerful onboard information network w/
◊ Zero emissions fault tolerant power supply & distribution
◊ Cost competitive in a variety of variants ◊ Brake, power, traction, and steer by-wire
near term or longer term
◊ Bonded, lightweight Carbon/TP structure
◊ It is desirable by any measure
◊ Innovative vehicle assembly ideal for
niche variants

DFT 053002 p 31/

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 32/

it is hard work

Conventional Revolution
System Vehicle Mass Mass Difference
(kg) (kg)

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 33/

risk

DFT 053002 p 34/

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 35/

“top five’s” at various levels
Top Five Program Risks
Unanticipated technological challenges/ Low Cost/Timing Rigorously apply PD gameplan, TP
insufficient program timing 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 High Product/Cost Apply system-focused requirements
vehicle safety systems
Availability of development and test High Timing TP relationships and clear commitments
hardware
Meeting desired production cost target Medium Cost/Timing Insure required investment is available
to maintain program focus and
momentum
Having the vehicle engender driver Medium Awareness Involve customers early, maintain
confidence despites its unique occupant focus of VIMaCS
technology and interface
DFT 053002 p 36/

influence

DFT 053002 p 37/

automotive industry

◊ Seeing the same trends in many 45 3.5
sectors: much higher differentiation, 40 3
lower volumes of distinctive 35

Volume (millions)
variants, platform engineering 30
2.5

across the spectrum

Models
25 2
20 1.5
15
1
10
5 0.5

0 0
50,000 75,000 100,000 150,000
Vehicles/year

Number of car models
Cumulative volume of cars produced

DFT 053002 p 38/

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 39/

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 40/


◊ High degree of design flexibility
 Exterior skins tailorable to individual market niches
 Achieve economies of common components
 “Platform” engineering

DFT 053002 p 41/


◊ 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 42/

opportunity

DFT 053002 p 43/

history of development progress

First Flights of R&D Air Vehicles
25

◊ History has seen dramatic
20 swings in development
progress
# First Flights

15

10

5

0
40 50 60 70 80 90
Year

Event: WWII Korea Vietnam Cold War Two Fronts Terrorism
Technology: Jet Overall AC Stealth technologies ???
Propulsion Performance
DFT 053002 p 44/

what will make a difference

Experience
“People who seemi.e. the steadyis a concentration of a few goodof
“experience, to have a new
"The Skunk Works buildup and maintenance people
idea, have often time through far in advance - and atby doing, is
expertise over just problems constant learning a fraction of the
solving stopped
having an old idea”
critical in the cost-effective design and development of
cost - by applying the simplest, most straightforward
successful military aircraft” RAND “The Cutting Edge”
methods possible to develop and
“Invention is a sudden cessation of new products."
produce
stupidity” Kelly L. Johnson
Edwin Land

Technological Leadership
Leap
DFT 053002 p 45/

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 46/

summary

DFT 053002 p 47/

summary

◊ 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!

DFT 053002 p 48/

thank you
dtaggart@hypercar.com

“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
DFT 053002 p 49/

Efficient Product Development for IDEO 2002

More Related Content

Similar to Efficient Product Development for IDEO 2002 (20)

More from David F. Taggart (10)

Efficient Product Development for IDEO 2002