An Overview to PTC Performance Partnerships

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Learning Lessons from the Agile Producer

• Case Study
• Jonathan Boyce
• Vice President - Automotive Practice

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Discussion points

• Introduction
• PTC Performance Team Program
• Team Bentley - 1 and 2 Le Mans 24 Hour
  June 14th/15th 2003
• About rtn (racing technologies norfolk)
• Time-line to prepare the car
• Time-to-track philosophies
• Learning's for the future
• Another example - Ferrari Formula 1
• Conclusions

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PTC International Performance Partners - 2003
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Le Mans 24 Hour The Toughest Motor Race in The
World
Porsche Curves 5th Gear 131mph
Ford Chicane 2nd Gear 64mph
Arnage 1st Gear 48mph
The Esses 2nd Gear 75mph
Indianapolis 2nd Gear 76mph
8.5 mile circuit
Terte Rouge 3rd Gear 98mph
Mulsanne Straight 6th Gear 210mph
LArche 3rd Gear 79mph
La Florendierre 3rd Gear 79mph
Mulsanne Corner 2nd Gear 71mph

• About Le Mans
• 24 Hour endurance racing traces its roots back to
  USA
• Le Mans roots go back to 1922
• Le Mans is centred at many of the key historical
  points in Automotive history
• Drivers
• Fangio, Moss, Shelby, Posey, Donohue, Cheever,
  Andretti
• Great marques
• Ford, Ferrari, Mercedes Benz, Porsche, BMW,
  Bentley

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The Result

• Le mans race facts
• At 377 laps (3,205 miles) in 24 hours 7 car was
  2 laps ahead of the nearest competitor (the other
  Bentley)
• 7 came in 41 laps ahead of the best race
  prepared Ferrari, and 51 laps ahead of the best
  vette
• Car facts
• Vehicle integration
• Racing Technology Norfolk
• Chassis rtn produced
• Engine Bentley commissioned Audi V8, 4 litre,
  Twin Turbo
• Gearbox XTRAC
• Tyre supplier - Michelin

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Motor Sport UK

• Motor Sport UK
• is a 4.8bn business
• involves over 4,000 companies, 24,000 full and
  part-time Engineers
• add a further 2.9bn for promotion PR and
  sponsorship jobs

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racing technology norfolk Limited - UK

• Est. 1987 - racing technology norfolk Limited are
  a wholly owned subsidiary of Audi Sport. rtn
  were commissioned to design and construct a Le
  Mans car for Audis sister company Bentley
  Motors of Crewe.
• Bentley Motors last competed in the Worlds
  oldest car race nearly 73 years ago. Upon
  returning in 2001 they achieved a respectable
  third position. Last year they achieved 4th
  place.
• RTN, use 15 seats of Pro/ENGINEER (Design) and
  Pro/MECHANICA (Analysis) for the development of
  the Team Bentley EXP Speed 8 car and the VW Group
  Audi V8 FSI engine which powers the car is also
  designed in Pro/ENGINEER.

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Starting point Regulations define specification

• Peter Elleray Chief Designer
• Ideas for the fundamental design go back to
  August 2001 for the basic layout of the car,
  which influenced the 2001 and 2002 cars, although
  the 2003 car has inherited some of those ideas,
  it doesnt look like those early layouts.
• The specification for the car is dictated by the
  ACO regulations for the race those are all
  pushed to the limits.
• Go ahead for the 2003 season car was beginning
  September 2002

19th December 2002 - Supplementary Regulations
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Product Development time-line for the Speed 8
Car Launch London February 4th
American Le Mans Sebring, Florida March 15th
Le Mans 24 Hour BENTLEY WIN June 14th / 15th
Go ahead For 2003 Bentley Speed 8
2002
2003
September
October
November
December
January
February
March
April
May
June

• After go-ahead key milestones
• September detail design starts
• Engine overall size not yet known
• 2nd Week September, first chassis components
  starting manufacture
• October lay-up tooling for monocoque chassis
  composite components completed
• End November most components completed
• Late November receive engines from Audi
• December Assembly
• January Week 1 First car completed

• Design Personnel
• 2 Composites engineers
• 3 Surface Designers
• 3 Mechanical systems engineers
• 1 Gearbox Eng.
• 1 Electrical systems Eng.
• 2 Tooling engineers

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Production principals / philosophies

• Core philosophy Differentiated and Agile
• The car is built for reliability and durability,
  this differs from other race car producers
• e.g. Engineer to change gearbox in 4 minutes
  versus build gearbox durability to last the race.
• Manufacturing philosophy is to have as much of
  the capability to produce the entire car in-house
• Have at least one Production Engineer trained as
  a designer in the team
• Suppliers are strongly encouraged to have the
  identical Machine tool / controller combinations
  as rtn
• Dont bother with a Foundry, all components
  machined from solid
• Engineering Director has complete control of WIP
  within the operation and will switch priorities
  often dependant on need
• Keep to the Golden Rules
• Repeatable, reliable processes
• Just enough funding is better than over funding

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Improvement areas

• Short program times have introduced poor
  discipline in data management
• PDM and Document Management
• Over reliance on individual team memory
• Lifecycle and Change management
• Progress is often invisible. Improved
  monitoring and controls are required
• As planned project reconciled with project in
  progress
• Management Information
• Get back to some of the core values of
  production car development learning from
  prototype and racing car projects
• Get more sleep!

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Ferrari Formula One Team - Italy

• Ferrari compete in the FIA Formula One
  Championship which consists of 17 races per year.
• Each year, Ferrari design and build a completely
  new car comprising of around 3,500 components and
  extensive design modifications are made in the
  two weeks between each race.
• A significant competitive advantage for Ferrari
  is with the design of their V10 engine. 10 seats
  of Pro/ENGINEER are used to model the entire
  with Pro/MECHANICA being used for structural
  analysis.
• Ferrari Formula 1 Car development
• New engine program 2 years
• 6-7 months in design, 4-5 months testing, balance
  of time procurement and manufacturing
• Strategy is to start the season with last years
  proven car and engine and introduce the new car
  after 3-4 races
• Durability testing considers race conditions of
  400 kilometres
• 200 051B engines produced per year for the F1
  season with 10 chassis being produced. These
  include engines for qualification.
• Technology transfer to Ferrari road cars is
  limited to know-how mainly with CAE techniques

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Conclusions

• Clearly very different processes from Production
  Car development, but
• Lean teams with lean budgets clearly work, there
  could be a lesson for the OEMs here in
  eliminating waste in product development
• The same age-old issues prevail here
• the need for protecting and syndicating knowledge
• the need for repeatable, reliable process
  discipline
• the need to protect and secure the product
  development information assets
• The concept of training a production
  engineer as a designer
  (DFMA opportunities)
• Is there a lesson to be learned from
  rtns supplier relationship
  approach?
• A personal view

and perhaps there is scope for OEMs to exploit
their racing teams collective and individual
experience and knowledge more effectively