Final Report (9th April to 8th June 2012)

PROJECT ON
An extensive Resource Model development for Vehicle Testing Teams, and A Skill matrix for Advance d Engineering Group

Submitted to:

Mrs. Vidya Muralidharan

DGM-HR (Technical Center)

Submitted by: Saidarsan Panigrahy

ACKNOWLEDGEMENT

We would like to express a whole-hearted gratitude to all those who have helped with the report or have been associated with the report in any which way and made it a worth-while experience.

We are greatly indebted to Dr. Satya Prasad, Mr. Alfred Nixon Mendez, Dr. G.V.N Prasad, Mr. Huzefa A.C and his enthusiastic team and Mr. Mahendra Kumaran for having shared their invaluable thoughts and opinions that went a long way in helping me gather information and analyze issues for the report.

And, a special mention of Mrs. Vidya Muralidharan who we cannot thank enough for having given us the opportunity and her total support for working on such a challenging project and guiding it to successful completion.

Thank you

2|Page

CONTENTS
Project on .................................................................................................................................................................................. 1 An extensive Resource Model development for Vehicle................................................................................ 1 Testing Team, and.......................................................................................................................................................... 1 A Skill matrix for Advanced Engineering Group ............................................................................................... 1 Acknowledgement................................................................................................................................................................ 2 Overview of Automobile Sector in India ................................................... Error! Bookmark not defined. Evolution of Automobile industry in India .............................................. Error! Bookmark not defined. Current scenario in Automobile Sector ..................................................... Error! Bookmark not defined. Spread of Automobile Units in India ........................................................... Error! Bookmark not defined. Growth Drivers of Indian Automobile Market ...................................... Error! Bookmark not defined. Indias Position in Worlds Production ...................................................... Error! Bookmark not defined. Key Policy initiatives ........................................................................................... Error! Bookmark not defined. Ashok Leyland ........................................................................................................................................................................ 5 Introduction .......................................................................................................................................................................... 5 HISTORY IN NUTSHELL ................................................................................................................................................... 5 CURRENT STATUS.............................................................................................................................................................. 5 Facilities.................................................................................................................................................................................. 7 Product Development Department of Ashok Leyland .................................................................................... 7 A Team Game ................................................................................................................................................................... 9 Phases of Product Development:........................................................................................................................... 10 Work Breakdown Structure: ................................................................................................................................... 11 Test Teams...................................................................................................................................................................... 11 Process Lifecycle of various test teams .............................................................................................................. 12 Problems identified: ................................................................................................................................................... 14 Vehicle Evaluation and Testing Team of AL .......................................................................................................... 15 Process Flow Chart ...................................................................................................................................................... 17 Human Resource Allocation: ................................................................................................................................... 18 Various kinds of problems faced by VET are: .................................................................................................. 19 Gaps identified: ............................................................................................................................................................. 20 Recommendation:........................................................................................................................................................ 20 Human resource requirement Estimation: ....................................................................................................... 21 3|Page

Work Break down Structure in VET team: ........................................................................................................ 21 A Resource Model for Vehicle Evaluation and Testing Team ......................................................................... 22 Objectives to be met: .................................................................................................................................................. 22 Inputs from VET Team: ............................................................................................................................................. 22 The New Model would: .............................................................................................................................................. 22 Detail description of the Resource Model: ........................................................................................................ 23 Skill matrix for Advanced Engineering Group: ..................................................................................................... 29 Objective .......................................................................................................................................................................... 29 Overview: ........................................................................................................................................................................ 29 Suggestions: ................................................................................................................................................................... 36 Conclusion: ..................................................................................................................................................................... 36

4|Page

ASHOK LEYLAND
INTRODUCTION
Ashok Leyland, the flagship company of Hinduja Group was founded six decades back in the year 1948. The company headquartered at Chennai, India and with a turnover of US $ 2.5 billion in 2010-11, is one of India's leading manufacturers of commercial vehicles, such as trucks and buses, as well as emergency and military vehicles. Close to 700,000 of our vehicles keep the wheels of economies turning and, as the largest supplier of logistics vehicles to the Indian Army, we play a critical role in keeping our borders safe.

Aim of Ashok Leyland

HISTORY IN NUTSHELL
Ashok Motor was founded by Raghunandan Saran in 1948. It was set up in collaboration with Austin Motor Company, England for the assembly of Austin cars. Production began in September at the first factory situated at Ennore, south of Chennai, and soon the first indigenously assembled A40 Austin car was rolled out. In 1950, an agreement was reached between Ashok Motors and Leyland, UK and Ashok Motors got sole rights to import, assemble and progressively manufacture Leyland trucks for next seven years.

CURRENT STATUS
Ashok Leyland is the second technology leader in the commercial vehicles sector of India. The history of the company has been punctuated by a number of technological innovations, which have since become For our customers, we are committed to provide transport solutions that offer the best operating economics while for users of our vehicles, comfort and safety. 5|Page

industry norms. Some of the key achievements are as below:

First to introduce multi-axle trucks

Developed first Hybrid Electric Vehicle in 2002

First to launch CNG bus in the country

First to introduce full air brakes

Innovations
Rear engine Articulated buses

The company has also maintained its profitable track record for 60 years. The annual turnover of the company was USD 1.4 billion in 2008-09. Selling 54,431 medium and heavy vehicles in 2008-09, Ashok Leyland is India's largest exporter of medium and heavy duty trucks. It is also one of the largest private sector employers in India - with about 12,000 employees working in 6 factories and offices spread over the length and breadth of India. The company has increased its rated capacity to 105,000 vehicles per annum. Also further investment plans including putting up two new plants - one in Uttarakhand in North India and a bus body building unit in middle-east Asia are fast afoot. It already has a sizable presence in African countries like Nigeria, Ghana, Egypt and South Africa. Ashok Leyland has also entered into some significant partnerships, seizing growth opportunities offered by diversification and globalization with Continental Corporation for automotive infotronics; with Alteams in Finland for high pressure die casting and recently, with John Deere for construction equipment. As part of this global strategy, the company acquired Czech Republic-based Avia's truck business. The newly acquired company has been named Avia Ashok Leyland Motors s.r.o. This gives Ashok Leyland a foothold in the highly competitive European truck market. In 2010 Ashok Leyland acquired a 26% stake in the British bus manufacturer Optare, a company based on the premises of a former British Leyland subsidiary C.H.Roe. In December 2011 Ashok Leyland increased its stake in Optare to 75.1%.

6|Page

The Hinduja Group also bought out IVECO's indirect stake in Ashok Leyland in 2007. The promoter shareholding now stands at 51%. Corporate Office of Ashok Leyland at Guindy, Chennai, India.

Mahinder Singh Dhoni, the Cricket World Cup 2012 winning teams captain has become Ashok Leylands first Brand Ambassador.

FACILITIES
The company has seven manufacturing locations in India:

Ennore and Hosur, Tamil Nadu (Hosur - 1, Hosur - 2, CPPS) Alwar, Rajasthan Bhandara, Maharashtra Pantnagar, Uttarakhand

Ashok Leyland's Technical Centre, at Vellivoyalchavadi (VVC) in the outskirts of Chennai, is a state-ofthe-art product development facility, that apart from modern test tracks and component test labs, also houses India's one and only Six Poster testing equipment. The company had an Engine Research and Development facility in Hosur, which was shifted to VVC, Chennai. The company has signed an agreement with Ras Al Khaimah Investment Authority (RAKIA) in UAE for setting up a bus body building unit in the Middle East.

PRODUCT DEVELOPMENT DEPARTMENT OF ASHOK LEYLAND

Ashok Leyland has a state of the art research and development center at Vellivoyal Chavadi which is located near Chennai. PD-PMO is a small energetic department in this development center of Ashok

7|Page

Leyland. It comprises of 10 people, headed by Mr. Huzefa A.C. The organizational structure of PD-PMO is as shown below:

Divisional manager

Trucks

Buses

NGICV

QMS

WBS

D.M (Design)

D.M (Design)

D.M D.M D.M (Resource Allocation)

D.M (Validation)

D.M (Validation)

D.M (Support)

D.M (Support)

D.M: Deputy Manager NGICV: Next Generation Intermediate Commercial Vehicle

Product Development can be divided into 3 technical components: Vehicle Integration Team

Design Team

Testing Team

8|Page

Design Team works in tandem with testing team till an entire vehicle is integrated successfully by VI team and get ready to go to proto-shop team for prototype building. Once the prototype is built and successfully tested then the entire vehicle design done by VI team goes for mass production. The entire Product Development Unit can be divided in to 3 verticals based on the kind of projects undertaken. They are: 1. Truck 2. Bus 3. ICV ( Intermediate Commercial Vehicle) Projects undertaken are divided in to 5 categories based on the complexity and urgency of project deliverables. They are 1. Banner Projects 2. CAT1 3. CAT2 4. CAT3 5. Other Small Projects Problems identified: 1. Manpower crunch 2. Workload imbalance because of improper allocation of work Resource Mapping: 1. Done at project level 2. Quantification of work 3. Assignment of work to different Clusters 4. Project duration is also taken into consideration along with the # of people, their skill level, availability of equipments etc.

A Team Game
There are various teams which contribute starting from conceptualization to final delivery of a product. These teams are mentioned as below: 9|Page

1. Program Management, Finance and Business Planning. Business planning team comprises of Strategic Planning committee (SPAC) and Vehicle Planning committee (VPAC) 2. Marketing, Sales, Service and Spare parts 3. Vehicle Engineering and Advance Engineering 4. Aggregate and Cluster Engineering 5. Prototyping, Testing, Validation and Homologation 6. Strategic Sourcing and Supplier Quality 7. Project Planning, Unit Planning and Manufacturing 8. Integrated Quality Management 9. Production Control (Supply chain management)

Phases of Product Development:

There are various phases of a product development: 1. Concept definition 2. Concept Evaluation 3. High level Design 4. Detailed Design 5. A. Prototype Build and Process Design B. Prototype validation and homologation 6. Pilot and prelaunch preparation 7. Launch and man production A project is broken down to different stages and each of these stages have the above seven phases.

Stage 1

Design Stage comprises of Phase 1 to 4 of a product development

Stage 2

Prototyping and Testing stage comprises of Phase 5a and 5b

Stage 3

Production stage comprises of Phase 6 and 7

10 | P a g e

Any new project that comes to VI (Vehicle Integration Team) can be categorized into 4 Change levels and are assigned numbers to quantify the complexity level. All these below complexity levels are defined by Design engineers.

Change Level All New Redesign Minor No Changes

Complexity Level 9 7 5 1

Phase 1 to 7 3 to 7 4, 6, 7 4, 6, 7

Work Breakdown Structure:

All the teams break down their assignment sequentially and document it. This shows amount of work to be done and time required to do a certain unit of work so that the overall project requirement is met. This work break down is done based on past data and experience.

Test Teams
Testing of a product is not only done at various levels of its production but also at component level. Testing or Service teams in Ashok Leyland are: 1. CAE : Computer Aided Evaluation 2. CTL : Component Testing Lab 3. IVT : Innovative Vehicle Testing 4. VET : Vehicle Evaluation and Testing ( It is a full volume testing ) 5. R & H : Ride and Handling 6. NVH : Noise, Vibration and Harshness 7. 6 Poster 8. MED : Material Engineering Department DVVP: Design Verification and Validation Plan. This is a test plan document which says to what extent the design to be tested. DFMEA: Design for Failure Mode Effect Analysis. 11 | P a g e

Both DVVP and DFMEA are the mode of interaction between Test engineers and Design engineers.

Process Lifecycle of various test teams

PLMS is the online portal used to keep track of the information flow among different processes involving Vehicle Integration, Test and Design teams. Below is the process flow diagram by which various teams interact with each other during the course of product development. Overall CTL request life cycle

Create

Review

MED Approval

Submit

Complete

CPS

Analysis

MED: Material Engineering Department CPS: Customer Perception Survey PLMS: Process Life Cycle Management System For any kind of change a DVVP is prepared and request is created through PLMS. The request is reviewed by the design head in the review stage. After reviewing, it goes for MED approval. MED then submits it to the Testing Team Head or SPOC. The SPOC for testing team then further analyses and execute the request. After thorough analysis from testing team Customer Perception Survey takes place which is nothing but an interaction between heads of both Design and Test teams. In CPS, design team gives their feedback to test results on their design. After CPS, CTL life cycle is complete where best feasible design is ready to for next level of product development or integration. Steps carried out in the Analysis phase of CTL Life Cycle: CNA: Customer Need Analysis In the 1st step a job is created for the request which has information like a unique job number, deadlines, human resource requirements, test equipment requirements etc. As the design team is an internal customer of the test team, a detailed analysis is done between both the teams. After that, test planning is done by the test head.

12 | P a g e

Create a Job

CNA

Execute

Test Plan

Final Report
CNA Life Cycle:

Complete

Steps that are followed in CNA life cycle are:

Create

Discussion

Review

Approval by the group

Discussion involves Test manager, Test engineer(s) and designer(s). Once the CNA is prepared by the engineer, it is then reviewed by its reporting manager. Finally the test manager sends the CNA to design team for final approval. If there is any major change in the design post CNA phase, the Design team is asked to create a fresh request else small enhancement or changes are updated in PLM by the designer. The test requires some lead time for set up. The it interim report followed byinspection a Then goes for a trial is run. After the final interimreport reportismay of the report. trial runThe an interim generated. be interim given toreport the designer to reduce the The has following steps: lead time before the final report Create Review Release comes.

Fixturing

Trial Run

Interim Report

Inspection

Steps that are present in Execution phase are:

Create

Review

Verify

Complete

13 | P a g e

After successfully preparing the test plan, the real execution on the components is done according to the plan. The outcomes of this execution phase are then documented and thus the final report is prepared. If the components adhere to the standards then the job is said to be completed. A CPS is done just to maintain a feedback about the test just for cross verification. Sometimes if the component fails to meet the standards, then a separate process of failure report generation is followed. Steps that are present in CTL Failure report generation are: In case of a failure a separate report is

Create

Review

created. The report is reviewed by both the design and test teams. There will be an interaction between both

RCA

Preliminary Analysis

the teams in the preliminary analysis. After the preliminary analysis a

thorough analysis will be done by the design team. It then takes corrective

Corrective Actions

Revalidate

action to revalidate the design. If the design is approved by the design head, then after that starting from root cause analysis to approve stage will be

Close

Approve

done by the design team. The same

process is followed in every testing till The skills of the engineers are categorized into four levels (L4, L3, L2 and L1). This categorization is for a the final product is approved. engineers based on skills is done for a particular test and is independent of the skill set in some other test. L4: Expert in a particular test procedure and entitled to supervise the test procedure done by engineers having L3. He/ she can provide required training to people having L3, L2 and L1 level of expertise. L3: Engineers can carry out the test independently under the supervision of engineer having level L4 expertise in the same test. L2: Works under supervision

Problems identified:
1. Testing delay because of component not reaching on time to testing team from the store 14 | P a g e

2. Project delay because of component failure which results in more number of iterations and some time may cause other projects to wait 3. Manpower crunch is also one of the reason for delay

VEHICLE EVALUATION A ND TESTING TEAM OF AL

VET team gets input (proto type) from the Proto-shop team. The department is categorised into 4 divisions a. Truck b. Bus c. Defence Vehicles d. Future Vehicles The entire VET Department is headed by one Deputy General Manager (DGM), Mr. Alfred Nixon Mendez. The above 4 divisions are headed by 3 managers.

The work here is done in two phases: 1. Evaluation of the prototype: and Future Vehicles . 15 | P a g e

The skilled managers of VET team evaluate the prototype before testing it on road. If VET team identifies any flaw then it reports the same to proto-shop team to rectify else they go ahead with their testing after the proto-shop team signs off the project. 2. Testing of the prototype: Once a prototype clears all the evaluation guidelines/ standards then it goes for testing. The tests are broadly classified into 3 categories. These are: A. Performance Test: Before starting any kind of performance test, the vehicle or the prototype is prepared in vehicle preparation test. There are around 34 different types of performance tests done on the prototypes. They are mentioned below:
Evaluation of Max speed Articulation Test Evaluation of CG Steady Speed Fuel Consumptio n Evaluation of Acceleration Vehicle Pass by Noise levels Grade ability Performance Cab Internal Noise Levels Clutch Drop Test Steering Performanc e Test Calibration of Odometer Water Wading Test Rear view Mirror Installation Wiping System Calibration of Speedo Meter Fade Test for Clutch disc CSO Validation Speed Limiting Device TCD Measureme nt External Projection Cooling System Performanc e Hot Fatigue Test Ergonomics Study Head Lamp Leveling Device EMI Test Hand Holds Brake Performanc e Field of Vision Test Spray Suppression Device Lighting System Seat Spacing dimensions Horn Installation Acceleration Control System Overall Dimensions

B. Durability Test

16 | P a g e

2000 KMS 1500 KMS 1000 KMS 500 KMS

C. On Road Endurance Test

City Fuel Consumption 10000 KMS (Haulage) Highway Fuel Consumption 50000 KMS (Haulage) 10000 KMS (Tractors) 100000 KMS (Tractors) 100000 KMS (Haulage) 50000 KMS (Tractors)

All the employees are divided into seven levels of skill sets .i.e. from L1 to L7 (L7 being the highest and L1 being the lowest). L1 and L2 are mainly non executive category. GETs (Graduate Engineer Trainees) are also treated as L2 category employees until they finish their probation period. L3 category employees are those who can perform tests independently but needs supervision of L4 or higher category skilled people.

Process Flow Chart

Vehicle Sign Off Inspection

Sign Off Report

Not OK

Sign Off Point attended at Proto

OK

Test Request and Data for Test 17 | P a g e

Interim Report

Customer Need Analysis and Test Plan

Vehicle Modification

Testing of Vehicle

Retesting of Vehicle

Results Review
OK

Not OK

Not OK

Results Review
OK

Human Resource Allocation:

Test Report

People working in VET can be broadly classified into Permanent employees, Outsourced employees and Contractual Employees. One project is allocated to each permanent engineer having minimum skill level of L2 on a full time basis. Once the engineer is assigned a project, the dates will be marked in the calendar till the project deadline date. This is done to know who is currently handling which project. Rest all other employees working in that particular project are from other categories. In other words a team is comprised of an engineer (permanent/ contractual employee of AL) and other staffs like skilled/unskilled drivers and mechanics (Out-sourced employees) depending on the requirement. A brainstorming session for employees of all categories is carried out every time a completely new project is undertaken. Except such new tests, complexity for all other previously performed tests is not considered. Thus this complexity parameter does not play any role during the allocation of projects to the engineers. So the manager just needs to check the current workload of the engineers before allocating further assignments. The estimated time each test will take is already decided. Each test has been broke down into number of activities as mentioned in the respective Test WBS and expected time to perform a

18 | P a g e

particular activity is also fixed. The department has got a list of man-hour requirement of all the activities in a test and based on that they calculate the expected deadline for a particular project. One L2 or L3 engineer is not allocated two projects simultaneously because each project requires the engineers presence almost all the time (90-95% of the total time) thus even the skill level of the employees does not qualify him to work in multiple projects simultaneously. Once the allotted task is completed, he/she is assigned some new project. Similarly the department handles around 10 to 12 projects each comprising of one or more prototypes. They work in 2 shifts. Most of the time shifting of deadline to earlier dates by the management due to change in project priorities, overloads the engineers carrying out such tests.

Various kinds of problems faced by VET are :

Field complaints: Due to shortage in manpower it becomes very difficult for the managers to allocate their men to on site locations for testing. Most of the allocations come with a short notice period, so planning becomes difficult for the manager. This sometime leads to discontentment among people at onsite locations. New project: At the beginning of each financial year they get a tentative list of projects on which tests are to be performed. According to the list they plan out for the whole year. But some new projects also come within the period as per the market demand. For that they follow the prioritization list prepared by the top management. This invariably delays or hampers the proceedings of some other important projects also. Absenteeism: This department consists of contract workforce along with permanent

employees. So absenteeism plays a major hindrance towards project completion. If one engineer is absent for 1 or 2 days, that project gets delayed by that many numbers of business hours. So he/she needs to work overtime once they return back to work. But when the engineer remains absent for a considerable period of time due to some unavoidable reason, the department revises the deadline and notifies it to all the stake holders. This happens due to the stringent work schedules that the department follows. Unavailability: Some time there could be other reasons which would delay the project completion. Such reasons are like 19 | P a g e

Unavailability of components Unavailability of prototype. Shortage of testing resources These factors are beyond the control of the department, thus the concerned engineer is transferred to some new project during this time.

Gaps identified:
Phases of the tests are not available in PLMS and hence other concerned teams like PMO, design team, Proto-shop team etc. are not aware of the state/ phase of the tests being carried out by VET team. To get any information one has to go VET department. This is not only time consuming but also burdensome. Generally VET team prefers not to share the test results as they are confidential. Engineers at VET can share this to the requestor depending on the situation like who needs it, to what level, which test results etc and after the approval from the manager. This provision is not made in PLMS. Test engineer can initiate a process where in he would attach all the required information requested by the Design team. This process request will come to VET manager for further approval. Once the manager approves, all the information attached by the VET engineer will be available to the Design engineer.

Recommendation:
As per the information we have, one project requires 90-95% of the engineers time, so it is not possible for an engineer to handle more than one project simultaneously. Besides this, most of the tests require only the supervision of engineer .The engineer needs to check whether the conditions are met or not at the end. Hence outsourcing of some of the test can be a possible solution. It will reduce the workload on the engineer. A good number of people working here are contractual workmen. So directly outsourcing the test would help in reducing the dependence on these contract employees. The forecasting system that the department uses is very dynamic. The forecasting on the human resource requirement is done on the basis of the work schedule that is prepared in the beginning of the financial year. But most of the time it does not go according to plan. Many 20 | P a g e

interim projects come during one financial period. Besides that a faulty design increases the number of iteration and delays the project. So a better way of estimation can be to analyze the past data. The pattern of growth of work load should be studied in order to estimate the work load for the future. A thumb rule should be established like X many number of tests should be executed by one engineer.

A faulty design increases the iteration unnecessarily. Though failure reports are made with proper root cause analysis, the knowledge gained is not transmitted properly as the attrition rate is very high in the organization. Theres a high chance that the designer may repeat the same mistake again in the subsequent designs .So a proper knowledge base management system should be there so that new employees will not repeat the same mistake that has happened in the past.

Human resource requirement Estimation:

As stated earlier every year a list of projects comes in the beginning of the financial year from the Design Department on which tests are to be performed. Based on which the manager of the VET department prepares the work schedule .The department then compares the number of employees required and number of employees present in the system. The difference is then sent to the top management as human resource requirement for that particular year.

Work Break down Structure in VET team:

Task Vehicle inspection Re inspection C N A and filling check sheet Vehicle build quality check Vehicle preparation All the required Tests Expected Duration (in Shifts = 9 man-hours) 3 3 1 1 2 Depends on the number and kinds of test to be performed Test result review + Uploading the same in PLM Final report compilation 21 | P a g e 1 3

Report Plan Authorization

1 -

We have come up with a model which after IT enabled will help Test teams to track their progress more efficiently and also will help PMO team in below three ways: To view the project-wise progress of Test teams To forecast the projects to be undertaken in near future To get an over-all idea of resource utilization (both Human Resource and Equipments) To estimate man-power requirements for these teams. This model when scaled up would help to maintain a healthy communication between various teams (in terms of each others progress) in this Product Development Unit of Ashok Leyland.

A RESOURCE MODEL FOR VEHICLE EVALUATION AND TESTING TEAM Objectives to be met:
Keep track of ongoing projects Optimizing resource utilization Man Power Test Equipments Test Tracks Effective forecast of projects to be undertaken Effective forecast for resource procurement

Inputs from VET Team:

Daily allocation of resources at test level Daily project updates

The New Model would:

Help to keep track of existing tests going on various prototypes of different projects Provide overall idea on resource utilization 22 | P a g e

 Ensure proper distribution of work Help in effective forecasting of both projects and resources Identify the bottlenecks in the systems Building a proper communication channel

Detail description of the Resource Model:

The VET team engineers or Supervisors would enter or update the required information of currently running projects like Project name, No. of prototype used, Project start date, which tests are running on the prototypes, any interruptions in project execution, its reason etc. Based on this daily update, PDPMO team would get a fair idea about the kinds of projects running in VET, how long those projects are likely to run, when and how many projects will be undertaken based on future availability of resources like man-power, equipments and test-tracks. This would also give an idea of resources used in projects.

23 | P a g e

flow chart.docx

Please click the icon to view the flow chart Please click here for the excel model -

--

One should follow the below steps for allocating new projects: 1. Check the availability of resources and tentative date of completion of currently undergoing projects. 2. Select the project name

3. Select the no. of prototypes to be used 4. Enter project start date 5. Test Start date: One need not enter the test start date unlike project start date. It will automatically get updated every time a test starts on the prototype of the project. 6. Select the priority of the project 7. Select/ Assign the tests to be performed on each prototype.

24 | P a g e

(Assumption 1: Test once assigned or performed on a prototype will not be performed on the other prototype(s) of the same project. Assumption 2: There are 7 tests as given below Static Test-A: There are two equipments to perform this test on prototypes for different projects. Static Test-B: Same as the above test Static Test-C: There is only one set of equipment to perform this test on a prototype of a project. This test has a dynamic component (Dynamic Test CX) and is to be completed once the static tests get completed. The static and dynamic tests can be done at different points in time. Theres no correlation between the two types of tests and can be done separately. Static Test-D: Same as the above test. Dynamic Test-CX: Mentioned in Static Test-C Dynamic Test-DX: Same as the above test Dynamic Test Y: This is purely an independent dynamic test. 8. Check the availability of the of L2/L3 and L4 Engineers (Assumption 1: One L2/ L3 will be assigned to a particular prototype of a project. One L4 will be assigned to 3 projects irrespective of no. of prototypes in each project. Assumption 2: For each prototype one L2/L3 are expected to involved up to 90-95 % of the time and for each project one L4 is expected to be involved around 33 % of the time) 25 | P a g e )

If an L2/ L3 engineer is assigned to a project, he/ she would not be available for other project/ prototype till the current project is either on hold or completed. But in practical, even when an L2/L3 is assigned a project, he can also be assigned to other projects for small duration to increase his/ her utilization. This aspect can be taken care by adding few more functionalities to the existing system.

The above table will give detail break down of the test table as shown in the fig. below point no. 7. Here each test is further divided into various stages in sequence like Stage 1, Stage 2, and Stage 3 etc. and also number of man-hours required for the completion of each stage. There are 5 types of status of each of these stages and they are Stage1: Planned, 26 | P a g e

Stage2: In progress, Stage3: Complete Stage4: On Hold-Wait Stage: On Hold-Release Hence the above details will help PMO team to calculate the resource utilization to a greater detail. This would not only increase the utilization of resources but also would increase the efficiency of the model as a whole. More over when a phase or a test is on hold, it would also show the underline reason and required information for delay like teams contacted, proto number, equipment no., expected duration of recovery etc. This information is also available in PLMs. 9. For a particular prototype: Check for availability of equipments or track before performing the tests. (Assumptions 1: All the dynamic tests are independent to each other like the static tests and dynamic tests are performed once all the static tests are done Assumption 2: Each of these tests can be carried out by one or more than one equipments) There are some static tests during which the resources cannot be freed even if the project is on hold. This is because the time of preparation for the test is much more than dismantling the framework and make available for another project. For example: If Evaluation of Center of Gravity test is performed on a prototype then the corresponding equipment will not be available to any other prototype of other Projects unless the tests is on hold-release because of certain failures. Thus in case of test failure/ test on hold, all the resources will be released temporarily and can be assigned to other ongoing projects provided the equipments are free. The test descriptions like objective, duration, equipments required etc. will be written on another file. Based on current proceeding of the tests like complete, on hold etc the Gantt chart will be updated. But in reality, dynamic tests do not always starts once all the static tests are done. Thus this fact will add more flexibility to the existing model as a prototype need not wait for all the assigned static tests to be 27 | P a g e

over. For example, Dynamic Test Y can be executed even before all the static tests are done on a prototype. 10. On the completion of the project all the resources are freed and can be visible in the common resource pool. We can assign projects which are there in pipe-line after assigning these resources from the common pool. 11. The assigning of projects can be done based on the current strength of the resource pool and forecasting of new incoming projects can be done based on status of the currently undergoing projects. The underline algorithm to be used for forecasting is Queens Theory for a n X n Chess board. Based on this algorithm, system would be able to say when one new upcoming project can be under taken. The logic would be same as placing a new queen in 8X8 Chess board already having few queens present as shown the below fig. :

Now if the above stars symbolize queens then where can we place the fifth queen safely that is not on the way of other existing queens. Applying the same logic we can predict when test team can undertake a particular project, which test to start with etc.

28 | P a g e

SKILL MATRIX FOR ADV ANCED ENGINEERING GROUP: Objective : The department is a newly formed department. It aims to achieve mastery in Electric and
Hybrid electric vehicles. To attain that goal it needs strategic resourcing of skilled employees. Skill matrix can be a major tool for this resourcing.

Overview:

Advance engineering department mainly focuses on futuristic vehicles.(i.e. HEV &

EV).The different wings of the group is 1 .Advance vehicle system 2. Alternate Propulsion 3. Electronics & controls (TBD) Each of these wings has number of teams. The department hierarchy is shown below.

Head
Advanced engineering & Mission summit Administrative Assistant

Advanced vehicle system

Alternate propulsion

Electronics & Controls (TBD)

Vehicle systems

Material

Electric Drive

Vehicle Electricals

Modelling Controls & Simulations

Vehicle Integration testing & homologation

Project operations

Approach:

29 | P a g e

Step 1: All the required skills were noted down of all the teams in consultation with the technical heads and the corresponding team members.

Non Technical Skills

1 2 3 4 5 6 7 Analytical ability Strong teamwork and collaborative development skills Oral and written communication skill Documentation skills Root cause analysis and problem solving skill Adherence to company standards(i.e. 5 S) Strategy development and optimization skills

Technical Skills Electric drive team

1 2 3 4 5 6 7 Design of DC/AC converter and inverter for Electric traction system. Knowledge in embedded software development(using any language i.e. C, C++,Assembly) Experience in Matlab /simulink/stateflow/D-space/Target link /orcad/pspice/vector Knowledge on high voltage electric system Developing test plans/documentation for electric drive system for EV/HEV vehicles Development of control strategies for EHV/HVs Micro controller operation & knowledge on peripheral devices. Experience in embedded controls like TI/Freescale processor Advanced battery technology for EV/HEV Knowledge on Communication protocols including RS-232,CAN,J1939 Knowledge on EMI/EMC

8 9 10

Vehicle Integration Team

1 2 Experience in Concept > proto-> production development processes Knowledge in CATIA , IDEAS & SOLID WORKS.

30 | P a g e

3 4 5 6. 7

Exposure in Hybrid vehicle system aggregates and integration Modern product development process (DFMEA,DFA,DFM,DFS etc) Power train configurations and simulations Fundamental knowledge on test planning & supply chain management. Overall knowledge in Central Motor Vehicle Regulations in India.

Electrical engineers
1 2 3 4 5 Knowledge in Vehicle electrical design and circuit logic schematics Experience in HV equipment Safety and power management requirements of EV/HEV Automotive electrical system Experience in designing in wiring harness

HEV/EV Modelling and Simulation team

1 2 3 Automotive systems knowledge Extensive knowledge in Matlab/simulink/state flow Knowledge in vehicle simulation software tools such as AVL In-Motion, AVL-Cruise, Autonomie, AMESim, GT-drive, etc. Expertise in modelling thermal, mechanical and electrical systems Ability to interconnect and co-simulate Simulink models with various vehicle simulation software tools Expertise in using MS-Excel Excellent knowledge in product development ,especially in Bus platform Expertise in powertrain configurations and simulations Advanced data analysis and plotting techniques and software tools classical and modern control theory Materials Team 1 Understand the materials landscape and evolve strategy to gainfully apply new and alternate materials

4 5 6 7 8 9 10

31 | P a g e

2 3 4 5 6 7 8 9 10 11 12 13

Micro-structure analysis Heat treatment procedures Simulations pertaining to sheet metal forming, mould flow, etc. Alternate materials such as plastics, composites, etc. Joining techniques simulation and application Nano materials, surfactants, etc. Friction reduction techniques Network with academia and government labs to leverage lab resources Network with suppliers to make prototypes Network with product development to freeze application, conduct lab tests and vehicle trials Alloy development, testing and deployment Development of labs and test protocols & procedures Vehicle Systems Team

1 2 3 4 5 6 7 8 9 10 11 12 13

Finite element analysis stress, modal, explicit, implicit, crash, etc. Multi-body simulations Systems simulation and modelling using tools such as Matlab, Amesim, AVL Cruise, KULI, etc. Concept development Interaction with suppliers to develop components and prototypes Interaction with product development towards vehicle fitment, testing, validation, etc. Basic knowledge of CAD to get things done Safety systems, devices and regulations Vehicle ride and handling Suspension systems Engine and vehicle dynamics Interaction with academia and government labs Flow systems air, oil, coolant, lubricant, etc. and devices thereof

32 | P a g e

14 15 16

Computational Fluid Dynamics Thermal systems and devices Component and system optimization

Step 2: To find out the most relevant skills, all the employees were taken into consideration. Rating of each skill was done by the members through a likert scale on a scale of 1 to 5.(1 being the lowest priority & 5 being the highest) on the basis of how much the skill has got importance in meeting the future objective of the department. Step 3: Final scoring was done by assigning proper weights to the ratings. The skills having scores higher than certain cut-off value were selected and were sent for consultation to HR and Technical Head. (e.g. a weight of 0.6 is given to the number of 5s and 0.4 to number of 4s. Final score=0.6*(no. of 5s) + 0.4*(no. of 4s) Step 4: After consulting both the team heads, the final set of critical skills was prepared.

Critical skills Electrical Drive Team 1 2 3 4 5 Design of DC/AC converter and inverter in eletric traction system Development of control strategies for EHV/HVs Micro controller operation & knowledge on peripheral devices. Experience in embedded controls like TI/Freescale processor Knowledge on Communication protocols including RS-232,CAN,J1939 Experience in Matlab /simulink/stateflow/D-space/Target link /orcad/pspice/vector

33 | P a g e

Vehicle Integration Team 1 2 3 Knowledge in CATIA , IDEAS & SOLID WORKS Experience in Concept > proto-> production development processes Exposure in Hybrid vehicle system aggregates and integration

HEV/EV Modelling and Simulation team 1 2 3 4 5 Knowledge in vehicle simulation software tools such as AVL In-Motion, AVL-Cruise, Autonomie, AMESim, GT-drive, etc . Expertise in modelling thermal, mechanical and electrical systems Ability to interconnect and co-simulate Simulink models with various vehicle simulation software tools Expertise in powertrain configurations and simulations Advanced data analysis and plotting techniques and software tools

Critical skills

Special Skills

Material team 1 Understand the materials landscape and evolve strategy to gainfully apply new and alternate materials Network with product development to freeze application, conduct lab tests and vehicle trials Network with academia and government labs to leverage lab resources 1

Material team Micro-structure analysis

Heat treatment procedures

Simulations pertaining to sheet metal forming, mould flow, etc.

34 | P a g e

Network with suppliers to make prototypes

4 5

Alternate materials such as plastics, composites, etc. Joining techniques simulation and application Nano materials, surfactants, etc. Friction reduction techniques Alloy development, testing and deployment Development of labs and test protocols & procedures

6 7 8

Vehicle team 1 Concept development 1

Vehicle Systems Team Finite element analysis stress, modal, explicit, implicit, crash, etc. Systems simulation and modelling using tools such as Matlab, Amesim, AVL Cruise, KULI, etc. Interaction with suppliers to develop components and prototypes Interaction with product development towards vehicle fitment, testing, validation, etc. Safety systems, devices and regulations Suspension systems Interaction with academia and government labs Flow systems air, oil, coolant, lubricant, etc. and devices thereof Computational Fluid Dynamics

Multi-body simulations

Basic knowledge of CAD to get things done Vehicle ride and handling

Engine and vehicle dynamics

5 6 7

10 Thermal systems and devices 11 Component and system optimization

35 | P a g e

12 manufacturing considerations while designing

Please click here for required excel regarding Skill Matrix:

Suggestions:
The list prepared was done for the first time for the department. The list can be used to maintain current skill inventory, which is helpful in future recruitments. The matrix can be utilized in creating new job profiles in the department.

Conclusion:
Research shows that when first generated, matrices are only about 60 % correct. Stakeholder endorsement and changes in role outcomes lead to constant refinement and updating of the matrices. As the Implementation Project Plan moves forward, each phase will possibly bring changes to the matrices, as new or overlooked skills and outcomes are identified.

Thank You

36 | P a g e