JaguarJaguar X-TYPEX-TYPE 2.0D2.0D Engineering support for Jaguar’s first-ever diesel

InterviewsInterviews Mitsubishi design chief Olivier Boulay Tom Keim, consortium director, MIT

Analyse,Analyse, advise, advise, deliverdeliver Ricardo Strategic Consulting: real solutions in clear language

Winter 2003/2004 300 BHP VOLVO S60 R PARK LANE. M1. SILVERSTONE. SOMETIMES ONE CAR ISN’T ENOUGH. CRUISING IS FINE IN MAYFAIR, BUT FOR THE OPEN ROAD YOU NEED A RANGIER, MORE POWERFUL BEAST. HIGH-SPEED MANOEUVRES? - YOU NEED DIFFERENT AGAIN: SHARPER, FIRMER, MORE RESPONSIVE. YOU COULD CHANGE YOUR CAR. OR YOU COULD FLICK A SWITCH AND CHANGE YOUR VOLVO. THE S60R: COMFORT, SPORT, ADVANCED SPORT MODES. FOR WHICHEVER ROAD YOU CHOOSE TO TAKE. VOLVOCARS.COM

CONSUMPTION (L/100KM) RANGES FROM: URBAN 14.9 -14.7; EXTRA URBAN 8.6 - 8.3; COMBINED 10.9 -10.7. CO2 EMISSIONS RANGE FROM 256-261 G/KM. contents 6 Winter 2003/2004

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NEWS FEATURES QUESTIONS & ANSWERS

Industry update 4 Jaguar X-TYPE 2.0D 8 Olivier Boulay 6 Hybrids go mainstream at Detroit; CAFE For engineering support on its all-important Mitsubishi’s French-born corporate general rules face revision; global forecasts; first-ever diesel, Jaguar chose the manager of car design has strong ideas scientists’ diesel questions development partner with a strong track about platform sharing, underfloor engines record in premium diesels – Ricardo. and pedestrian safety – as Julian Rendell News from Ricardo 20 Anthony Smith reports on a smooth- discovers V10 racing diesel engine takes shape; new running collaboration electronics and simulation software; low- Tom Keim 18 CO2 collaboration with PSA and QinetiQ; The strategic view 14 As director of the MIT industry consortium Ricardo joins prestigious German FVV Global pressures on auto-sector on advanced automotive electrical and companies mean that technology, product electronic systems, Tom Keim is on a and business issues are increasingly mission to make cars better for everybody – interdependent. With its deep industry especially consortium members, including knowledge, real solutions and clear Ricardo. He spoke to Tony Lewin on his delivery, Ricardo Strategic Consulting recent visit to Ricardo addresses the needs of car and truck makers, suppliers and investment banks

Head office: Ricardo plc, Bridge Works, Ricardo contacts and locations: www.ricardo.com/contacts Shoreham-by-Sea, West Sussex RQ subscriptions: www.ricardo.com/rq BN43 5FG, United Kingdom Sales enquiries: [email protected] Tel: +44 (0)1273 455611

Conceived and produced for Ricardo by TwoTone Media Ltd TwoTone Media Ltd contacts: Editor: Tony Lewin Anthony Smith [email protected] Contributors: Lucie Brown, Julian Rendell, Hugh Hunston, Tony Lewin [email protected] Anthony Smith

Winter 2003/4 Ricardo Quarterly Review 3 in brief Hybrids gain mainstream Higher safety standards Selected automakers and importers in the US have momentum voluntarily subscribed to higher safety standards giving improved head and Products, concept cars and to market with a hybrid within 2-3 can be used to boost performance neck protection for programmes announced at years. The near-production as well as economy. occupants. Companies will January’s North American Mercedes-Benz GST concept was Toyota also showed a large name those of their models International Auto Show in Detroit exhibited in Detroit with a hybrid FTX full-size pickup truck which comply. In a separate reveal a quickening trend towards powertrain, technology which it is concept, linking a V8 engine to its move the US National hybrid powertrains, even for thought could be used in a Hybrid Synergy Drive technology. Highway Traffic Safety volume selling models and Chrysler vehicle. This model is seen as a pointer to Administration announced mainstream brands. Perhaps the most significant the 2006 Tundra replacement, tougher rear-end impact fire The trend was highlighted two developments come from Honda giving Toyota a head start over protection standards. The months previously, when the and Toyota, which have been the US domestic heavyweight new test uses a deformable second-generation Toyota Prius making the running in hybrid pickups, which are not expected barrier travelling at 50 mph hybrid was named North passenger cars. Following the to offer a hybrid option until 2007. (80 km/h). American Car of the Year 2004 by very favourable reception given to Honda, whose mild-hybrid Civic a panel of leading automotive the small-medium sized Prius, IMA compact is a big success in CO2 dominates R&D journalists from the US and Toyota has announced for late- the US, announced a V6 hybrid spending Canada. Toyota had announced it 2004 sale the first hybrid luxury version of its larger Accord The struggle to reduce fuel was to implement a third shift at SUV, its Lexus RX400h. This sedan, a model which is a regular consumption to meet 2008 the factory producing the Prius in breaks new ground not only in its contender for the title of number- CO2 emissions targets is order to cope with demand. size and performance, but also in one seller. Honda claims that the absorbing up to half the Both Ford and General Motors its use of electric drive to the rear Accord, which also features research budgets of are due to begin series production axle to provide 4x4 capability. The cylinder deactivation for its 240 hp European automakers and of hybrid gasoline-electric pickup rear motor, along with a similar V6 engine, will offer superior suppliers, according to trucks this year, while Dieter unit powering the front wheels, performance to the V6 as well as SupplierBusiness.com. The Zetsche, chief executive of provide a total of about 270 the economy of a four cylinder newsletter estimates the Chrysler, told the Financial Times horsepower, demonstrating that car. A Honda manager, quoted in annual spending at 35bn. that his group hybrid operation the FT, expects that 40 per cent of would come the company’s sales will be Volvo’s safety systems hybrids by the end of the decade. Four safety systems have The Mitsubishi Eclipse been announced by Volvo: a Concept-E gives a different angle blind-spot information on hybrid thinking within the system mounted in the door broader DaimlerChrysler alliance. mirror, a radar adaptive Its sporty design uses a 270 hp cruise control, a warning gasoline V6 to power the front system which brakes wheels and a 200 hp electric ‘E- automatically if there is risk boost’ motor on the rear axle to of collision, and a door- provide stronger acceleration and mounted curtain airbag for to fill torque interrupts during convertibles. The blind-spot Toyota FTX concept links hybrid with V8 gasoline power gearchanges. system will appear on a production car this year.

Daytime lights save lives US may rethink CAFE rules Over 37,000 collisions have been avoided since daylight The US National Highway and Transport Safety PT Cruiser. Vehicles over 3.8 tons such as the running lights (DLR) were Administration (NHTSA) is considering a major Ford Excursion and Hummer H2 are exempt introduced in 1995, overhaul of the way it calculates the corporate from CAFE standards altogether. according to GM. A study average fuel economy (CAFE) levels which Transportation Secretary Norman Mineta has conducted in 17 states automakers must achieve in order to avoid called for a national dialogue on the issue. revealed statistically paying gas-guzzler fines. Central to the overhaul Some have argued that if trucks were significant reductions in is the distinction between light trucks and cars: reclassified as cars and had to reach higher several accident types, at present, cars must average 27.5 mpg and economy standards they would have to be made notably vehicle-to- trucks 20.7, prompting automakers to have their lighter, and may be less safe. “The agency is pedestrian, where 772 vehicles classified as light trucks wherever interested in any suggestions towards collisions were avoided in possible. revamping the CAFE programme in such a way 2001. GM has sold 30m Under the NHTSA’s definition a vehicle with a as to enhance overall fuel economy while DLR-equipped vehicles in flat floor can be classed a truck, examples protecting occupant safety and the economic North America. being almost all minivans and even the Chrysler vitality of the auto market,” said NHTSA.

4 INDUSTRY NEWS Ricardo Quarterly Review Winter 2003/4 Volkswagen: tipped for above-average growth this decade

A message from the Chief Executive

In the eighty one years since William Lyons founded the Global growth forecasts company which went on to become the Jaguar we know While Europe will enjoy relatively flat, each reaching Renault-Nissan, up 30 per cent, so well today, its trademark significant medium-term growth, 2010 with a volume of 17.5 and BMW, growing by 25 per ’leaping cat’ adorned many of expansion in the region will million units. cent according to the forecast. the world’s finest sports cars continue to be sluggish over the In terms of capacity utilisation The only change in ranking will and luxury sedans. A marque next two to four years as new North America is forecast to be the VW group, growing 22 long synonymous with the member states join the EU, retain its lead but improve only per cent to take fifth place from application of technology in according to an industry marginally on its present 85 per DaimlerChrysler, expanding by the pursuit of exciting newsletter. The forecast, cent use; South America will not just 5 per cent. products, the cars produced produced by Pricewaterhouse- see 50 per cent utilisation until GM chairman and CEO Rick by Jaguar had one other thing Coopers, shows global vehicle 2006 or later, reaching just 58 Wagoner, speaking at the Detroit in common: they were all assembly growing by over 16 per cent by 2010. show, remained upbeat about the powered by gasoline engines. per cent by 2010 to 65 million The pecking order between group’s prospects, predicting that In the summer of 2003, units. Eastern European volume the top eight automakers will it would increase its share in all of however, a major milestone is shown as rising by almost 60 remain essentially unaltered for its four core regions and expand was passed with the launch per cent over the period the rest of the decade, by 20 per cent in China. Overall of the Jaguar X-TYPE 2.0D, compared with 39 per cent for according to the PWC report. industry sales would rise to 60m the company’s first ever diesel South America and 20 per cent Against an overall expected vehicles in 2004, he forecast. product. The enthusiastic for Asia, most of it fuelled by volume growth of 16.6 per cent, “The winners in tomorrow’s reception that this vehicle China’s dramatic expansion from GM is forecast to expand its global auto industry will be those received from the press and 1.7 million units in 2002 to an volume by 12 per cent, companies that best combine the public alike was anticipated 5 million in 2010. compared with Ford’s 10.7; the efficiencies of global scale with a demonstrative of the vision North America and western biggest rises will be posted by superb focus on local markets. and foresight that Jaguar had Europe are predicted to remain Hyundai, up 45 per cent, And I like GM’s position,” he said. shown in making this bold step forward. In the rapidly expanding European market for premium diesel products Diesel ‘not the silver bullet’, say US scientists the X-TYPE 2.0D has great potential for commercial Gasoline vehicles are more cost- Dilemma is the first “apples to neutral: the rules are based on fuel success as well as being a effective than diesel for reducing oil apples” comparison of the economy, not oil use, says the worthy addition to the Jaguar use and lowering global warming competing technologies, UCS UCS report; with each gallon of heritage. pollution, according to the Union of researchers give diesel strong low-sulphur diesel fuel requiring 25 In this issue of RQ I am Concerned Scientists (UCS) in advantages in maximum potential per cent more oil than a gallon of grateful to Jaguar for Cambridge, Massa-chusetts. While global warming benefit and cost- low-sulphur reformulated gasoline, providing permission to acknowledging that technological effectiveness, but mark it down on CAFE figures do not compare the describe the assistance advances will soon enable diesel initial cost, a penalty of the two fuels on an energy-equivalent provided by Ricardo cars to lose their ‘dirty’ stigma in expensive emission-control basis. When evaluating a diesel engineers to the in-house North America, UCS analysts measures required to conform with vehicle’s impact on oil Jaguar teams as they advise consumers to think twice tailpipe pollution standards. dependence, consumers are developed and brought into before committing themselves to More broadly, the UCS argues advised to adjust the listed fuel production the company’s first the purchase of a diesel car. that the US corporate average fuel economy downwards 20 per cent. ever diesel car. Claiming that their Diesel economy regulations are not fuel-

Winter 2003/4 Ricardo Quarterly Review INDUSTRY NEWS 5 Mitsubishi’s ambitious innovator Frenchman Olivier Boulay is corporate general manager of the car product design office of Mitsubishi Motors Corporation. A former designer with Porsche, Mercedes-Benz and Subaru, he is a rarity in the Japanese car industry – a European who has spent the last 14 years in Japan. He spoke to Julian Rendell at the Tokyo motor show

Where are you taking Mitsubishi design? to find a new Japanese direction. This is the When will this emotional design filter We are a small company, closest to Subaru in time for us to be ourselves. The other through to production cars? terms of product image, so we will not be like Japanese car companies realise the same and Very soon. We will launch 14 new cars in Toyota, a huge company. Our image targets are have to do it, too. Europe between 2002 and 2007. The Colt Audi and Alfa Romeo. But we have to succeed hatchback will come to Europe in May 2004. through product quality and emotion, And how might that translate to cars? On the outside the nose will have a new grille. interpreted in a Mitsubishi way. Upscale is the There is the traditional and the modern: Japan All have been inspired by the CZ2. direction we must go, because we don't have has a great heritage in both. Japanese the size of Toyota. architecture has been very influential. And Zen Does platform sharing feature in design is known the world over. That's why the Mitsubishi's future? What design influences are you looking at Space Liner concept had carpets woven like In several ways. The platform of the Colt, for to define future Mitsubishis? the swirls of a traditional Japanese gravel example, is shared with the smart ForFour and There is a lot of creativity in this company and garden. These are the little details we can do. next-generation Mercedes A-class. And we are in Japan, but I think we have been following working on a joint platform with Chrysler for our the US or European style too much. We need And what of the modern influences? Lancer replacement in the C-segment. Think of the products recognised and well known around the world, like Will these be made in the same facilities? electronics goods from Sony, Panasonic The plan is to make the ForFour and Colt three and so on. Why not use these and five-doors at NedCar in the Netherlands. Japanese values in cars? And then Production of the five-door Colt starts in spring. there's food. Modern French cuisine We are refurbishing the plant ahead of Volvo has been inspired by Japan. pulling out the S/V40 and will have a total capacity of 280,000 units. In the past Mitsubishi cars have been criticised by some commentators for Who is taking the engineering lead on the being bland and unexciting. Will you C-segment platform? change this? It is a Mitsubishi platform and the planning is For too long we were very conservative well advanced. We have agreed the number of and we were also unsuccessful. Now body variants, although it is not yet clear how it’s banzai and forward and we have lots many will be sold in Europe, for example. to do. Spirit will be predominant. It is important to have a sense of humour What about the D-segment, covered by the when you do a car. People need some Galant nameplate? fantasy. We have a new Galant in the US, but we won't sell that in Europe or Japan – although it may Are there any current models or go to Australia. It is too big for Europe and concepts that sum up this aim? Japan, so we will develop a separate model for The CZ2 Cabriolet is the best example. those markets. Incidentally, the US Galant is It is very emotional. When I joined core to Project America, our recovery plan for Mitsubishi, the Colt hatchback's design Mitsubishi Motors North America (MMNA). The Mitsubishi i concept (above) and was too boring and cold and too close Endeavour SUV and Eclipse coupé, unveiled at SE-RO (top) use novel underfloor engine to the Audi world, so I added a bit more last month's Detroit Auto Show, are the two architecture. fantasy. other key products for Project America.

6 OLIVIER BOULAY Ricardo Quarterly Review Winter 2003/4 Olivier Boulay

1981 Graduated from ESAG (Ecole Superieure d'Arts Graphiques et d'Architecture) 1982 Masters Degree course, Royal College of Art, London 1982-1987 Designer at several automotive companies including Idea Institute and Porsche 1987-1989 Manager, Design, Daimler Benz AG in Sindelfingen. Projects include exterior of S-class and C-class 1990-91 Chief designer, Fuji Heavy Industries. Main project - Subaru Legacy. 1992-1998 General Manager of Mercedes-Benz Advanced Design Centre of Japan (Maybach concept) 1998-2001 General Manager of DaimlerChrysler Advanced Design Germany 2001 – Mitsubishi

Can Mitsubishi get its new product spend a lot of time in their cars because of expensive and with higher fuel consumption. development cycle times down to traffic jams, so the interior has to be big. Where is the logic in this? compete with Toyota, for example? That's why the i and the SE-RO [a second Computer technology is speeding i-based concept] are four-seaters. Do you have an alternative solution? development times and Toyota, for example, I think real safety comes through electronics. has many of the new B5 super-fast The i concept has an unusual under-floor The car that can see. The car that prevents computers. You have to be very rich these engine layout. Will this make production? you hitting somebody. days to make cheap cars! We have to go That is the plan. The engine is a new step by step. lightweight 1.0-litre MIVEC and our engineers Both Toyota and Nissan have upmarket say it is 15 per cent more efficient than other brands, Lexus and Infiniti. Do you have You showed the i city car concept at small engines. It has a smart idling system to plans for an upmarket Mitsubishi brand? Frankfurt and Tokyo. Does this model improve fuel efficiency. The i is also a low We are a bit far away from that at the have a production future? drag design with a Cd of just 0.24. We have moment. But our Space Liner concept gave Yes, the i will be built in two versions – one tested the car in Germany at ADAC and we some ideas of how we might treat luxury. In for Japan, where it will be a K-car, and scored five stars for emissions and fuel ten years or more, Mitsubishi can be close to another for Europe. The European version consumption, equivalent to the 3litre/100km this without reaching the levels of Mercedes. will be wider for greater stability at speed. standard or 88g/km of CO2 emissions. What do you think of today's design Won't the i compete with the smart How does the underfloor location help? trends? ForFour? It is needed because of new pedestrian I think interiors are weak. People talk a lot It will be a very different car in the A-segment safety impact regulations. Moving the engine about precision. But so what? Interiors are all and I think it will be different to the smart. under the body makes the nose of the car alike. Where is the content, like TVs and The i is a little bit more sophisticated. And more pedestrian friendly. electronics? It is time to make this sort of other car makers will take on smart. I think equipment standard. it’s better that the DCX group has Europe will have pedestrian impact alternatives and doesn't just leave it to the legislation in October 2005. What is your When you talked about the engine in the i others. view of the EU's approach? concept, you didn't mention GDI direct It is a headache for all of us in the industry, injection gasoline technology. What future It is a four-seater. Will you do a two-seater, costing billions and billions of dollars. All this does GDI have? based on the smart? is for cars and nothing for trucks. And why Our engineers are working on a new Two-seaters work very well in Europe not motorbikes? generation of engines for launch after this because of the parking. But in Japan it is not year [2004]. Innovation in powertrain is such a problem. Every new building has an That is a very strong view. Why? essential and we will convert all of our underground car park. It is much easier to We are asked to make cars lighter, more fuel engines, including GDI. These are global park my car in Tokyo than it is in Paris. Most efficient and these guys come up with powertrain programmes and will be shared of the cars in Tokyo are big. And drivers regulations that make cars heavier, more with DaimlerChrysler.

Winter 2003/4 Ricardo Quarterly Review OLIVIER BOULAY 7 The

8 JAGUAR X-TYPE 2.0D Ricardo Quarterly Review Winter 2003/4 cat goes diesel

Jaguar’s first diesel has here can be little doubt about the months ago, was reflected in the widespread earned praise for its significance to Jaguar of the 2004 X- and enthusiastic coverage of the vehicle in the TTYPE 2.0D. As the first ever diesel motoring media. More importantly than this, it performance and refinement vehicle to be offered by the company since its has been subsequently borne out by the widely and is already a major sales foundation some 81 years previously, the car’s acknowledged sales success of the product at place in history was perhaps already assured Jaguar’s European dealerships. success. Anthony Smith from the moment that the first production vehicle talks to the Ricardo team left Jaguar’s Halewood plant in August 2003. An established track record However that distinction is only part of the With such a landmark product it was critical to who supported Jaguar to story – and a small one at that. Of rather get things right first time, and to understand how deliver the world-class X- greater importance is the commercial Jaguar achieved such a smooth entry to the TYPE 2.0D from first concept significance that this highly refined and well market with its first diesel product it is necessary targeted product means for the Jaguar brand, to turn the clock back. Jaguar had recognised to Job One, a programme taking it into a new and rapidly growing diesel the rapidly growing significance of the market for which, innovatively, included market and extending Jaguar ownership to a premium diesel products in Europe and had much wider customer base. According to Jaguar already evaluated a range of alternative prototypes built at Jaguar's Cars managing director, Mike Wright, “It is concepts over recent years. The company had Halewood production plant exactly what buyers want and for Jaguar it identified the X-TYPE as providing an ideal opens up a vital new market sector, presenting platform for its first diesel, but with an significant opportunities to capitalise on the already demanding schedule of new rapidly increasing pan-European demand for model programmes Jaguar decided premium diesel cars.” This view, that it would be prudent to bring in expressed at the time of the X- additional engineering TYPE 2.0D’s launch just a few capacity to

Winter 2003/4 Ricardo Quarterly Review JAGUAR X-TYPE 2.0D 9 A powertrain is installed into a 2.0D ‘In every area, from refinement to X-TYPE at Jaguar’s Halewood plant driving dynamics, our aim was to make the first diesel-engined X-TYPE support the vehicle development programme. It indistinguishable from a was vital that the selected partner came with a gasoline-engined X-TYPE’ track record in diesel engineering programmes. “Ricardo assisted Saab in the introduction of its first diesel, the Saab 9-3TiD, and more – Jon Carling, recently we helped the Volvo Car Corporation Chief Programme Engineer, Jaguar in the development of its first ever in-house diesel engine, the D5,” explains Howard Marshall, Ricardo business development demonstrator. The demonstrator was based on Establishing the project team manager. “At Ricardo we could offer expertise a production X-TYPE car and used the major As Jaguar’s chief programme engineer for the in engineering diesel vehicles and powertrains diesel powertrain elements supplied by Ford as X-TYPE 2.0D, Jon Carling had overall against the demanding targets of the premium well as a range of bespoke components and responsibility for delivery of the vehicle. A brands.” systems required to effect the installation and career man at Jaguar since starting with the deliver the premium brand targets. These company in the early 1980s as a student Proof of concept in a single vehicle included intake and exhaust systems, electrical apprentice, he was already very familiar with Jaguar had access through its parent to a harnesses, cooling pack, steering and chassis the X-TYPE product, having been involved in refined and highly efficient high-performance components, and a fundamentally new NVH the development of the original gasoline model. 2.0 litre diesel engine which appeared well pack. Jaguar established a joint project team with suited to application in the X-TYPE. However, it In order to meet the stringent driveability Jaguar and Ricardo engineers operating within needed to demonstrate that the two elements standards set by Jaguar, the drivetrain the Ford global product development were capable of being brought together and calibration was adapted in order to create the processes. The core of the team was based at engineered to the level of refinement and characteristic Jaguar ‘feel’. This was achieved, a dedicated and secure project office and was driveability that are the hallmarks of the Jaguar for example, by adapting the calibration of empowered to draw upon specialist resources brand. electrical signals from the throttle pedal as necessary throughout Jaguar and Ricardo, Even so, before committing to a model year potentiometer in order to optimise the as dictated by the requirements of the programme the concept needed to be relationship between pedal position and engine programme. Close integration between Jaguar demonstrated in a tangible manner, and for this torque demand to more accurately reflect the and Ricardo, between the programme team reason Jaguar asked Ricardo to assist in the particular driver expectations associated with a and the nominated component and system preparation of a single vehicle concept Jaguar vehicle. suppliers, and between development and

10 JAGUAR X-TYPE 2.0D Ricardo Quarterly Review Winter 2003/4 manufacturing operations, was ‘It’s a fantastic essential for project success. The vehicle and very team also needed to function effectively as an integrated part of much a credit to the Jaguar product development the enthusiasm, community: with this in mind, secure hard work, and links were established into Jaguar’s engineering IT infrastructure enabling dedication of its programme engineers to release new Jaguar – and parts into the Jaguar system. Ricardo – engineering The Ricardo perspective Within Ricardo, Bob Allsopp was teams.’ appointed as product director for the X-TYPE 2.0D programme. A self- – Bob Allsopp, confessed “petrolhead”, Allsopp is no stranger either to the management of Ricardo large programmes or to the Jaguar brand. Like Carling, he also started Weight was also a major issue for his career with Jaguar as an the team, who used the apprentice and spent 18 years with OPTISTRUCT structural the company before being appointed optimisation software to minimise chief engineer of the then Range the weight of key modified Rover product. He was subsequently components. As Allsopp explains, managing director of GKN the focus upon simulation and Technology before moving to Ricardo analysis is a fundamental aspect in 2000 to assist in the establishment of the comprised a range of core specialist skills of the Ricardo approach to a highly vehicle engineering business. including CAD design, CAE, electrical compressed programme: “Ricardo has invested “It was very much a collaborative effort”, integration and NVH. While much of the significant resource in the development of CAE commented Allsopp, “with Ricardo engineers powertrain required only minor adaptation, tools and applications in order to enable us to working alongside their Jaguar colleagues many key systems and components needed to produce design work on a right-first-time basis. throughout the programme at both companies’ be re-engineered from scratch for the X-TYPE In a programme such as the X-TYPE 2.0D this facilities. The spirit of co-operation and installation. Full component engineering is an important enabler in being able to deliver enthusiasm that was developed in this team programmes were needed for these and a high quality product to market without delay.” was fundamental in my view to the success of considerable analysis effort was used in, for The integration of control systems was also the programme. Not only did the Ricardo team example, the simulation and optimisation of the a major focus for the development team. As have to work in an integrated manner within intake and exhaust systems and underhood Ricardo chief engineer on the X-TYPE 2.0D Jaguar, but they were also responsible for airflow structure using the VECTIS programme, Kevin Harding was responsible for working with the nominated Jaguar suppliers – Computational Fluid Dynamics (CFD) package. addressing this challenge: “Jaguar needed to including Ford on supply of the engine – in order to bring their components and systems into production.” The Ricardo engineering team

Winter 2003/4 Ricardo Quarterly Review JAGUAR X-TYPE 2.0D 11 develop a unified communications structure and benchmarks against which the new X-TYPE harnessing architecture to ensure effective Jaguar X-TYPE 2.0D 2.0D was to equal or improve upon. operation of vehicle systems including DSC in numbers In addition to this, the results of development (Dynamic Stability Control), ABS, cruise control testing of the single concept demonstrator and HVAC. A significant aspect of this Engine: 2.0 litre 4 cylinder 16-valve vehicle were also used to define programme challenge was to define software interfaces in turbodiesel with common rail injection targets. Moreover, the vehicle itself remained a such a way that key operating parameters from Max power: 130ps (128bhp DIN) performance benchmark for Jaguar throughout both the existing X-TYPE 2.0L gasoline vehicle Max torque: 330Nm with the facility for the programme and was frequently used as a and the diesel engine were retained in order to ‘overtaking’ overboost to as much as direct comparator in development testing. While minimise the amount of recalibration required.” 350Nm this approach represented a clear opportunity Close collaboration between Jaguar, Ricardo Fuel consumption: 5.6 lit/100 km to build upon the work already carried out in and supplier control and calibration teams was (combined cycle) – gives a potential advance of the programme, it also brought with crucial to ensuring that systems could be range of more than 1000km it some unique challenges. In any aspect of

developed and validated in parallel, reducing CO2 emissions: 149g/km CO2 measured performance there is naturally some iterations and compressing the time taken by emissions rating – a class-leading figure level of vehicle-to-vehicle variability. This is around 50 per cent. in the compact premium diesel segment typically addressed by testing a number of Vehicle dynamics too was a major area of Max speed: 202km/h vehicles of nominally the same build and engineering investment. “A diesel installation in Acceleration: 0-100 km/h, 9.5 seconds evaluating the likely range of performance an existing gasoline platform presents some against which targets should be set; this clearly fundamental challenges,” explains Harding. cannot be an option for the single demonstrator “The torque delivery of a diesel is entirely to driving dynamics, our aim was to make the vehicle. different from that of a gasoline engine and this first diesel-engined X-TYPE indistinguishable A significant achievement of the NVH team needs to be reflected in the tuning of chassis from a gasoline-engined X-TYPE, especially in was in the deployment of integrated testing systems in order to provide equivalent the way that it sounds, and in the way that it procedures in order to provide an objective link standards of handling and driveability to the delivers effortless ground-covering performance between the base engine combustion noise, baseline vehicle. In addition, the diesel – just like a Jaguar should." bulkhead sealing and the vehicle cabin noise powertrain brought the challenge of an Key vehicle performance, handling and NVH levels perceived by the passenger. Using this increased front axle weight and the vehicle was targets for the programme were established in approach the team was able to take account of required to be engineered with two alternative two ways. Firstly a range of ‘objective’ engine and vehicle build variability in achieving chassis tunes; respectively for ‘sport’ and competitor vehicles was identified, representing key noise targets. ‘comfort’ derivatives.” The success of the team the market-leading products in the European in this aspect of the programme is reflected in premium diesel sector. Targets were Integrating development with production the comments of Jon Carling, at the time of the established for key performance criteria of Engineers from Jaguar’s X-TYPE production vehicle launch: “In every area, from refinement these competitor products, and it was these plant at Halewood were involved from the first

12 JAGUAR X-TYPE 2.0D Ricardo Quarterly Review Winter 2003/4 build of prototype cars in the early summer of difficulties for the team – Jaguar has clear 2002. This early involvement of the production guidelines on the number of identified problems Key programme plant in the development process of the vehicle that can be handled by each programme achievements was viewed by Jaguar as critical to the engineer – but it enabled the team to make achievement of the programme timing and significant progress in developing the vehicle Quality, time and cost targets all met quality targets. “They observed the build very ready for production. Moreover, the considered High levels of integration between closely,” explains Ricardo build and launch view of the programme team was that the OEM and external engineering manager, Dean Murden, “and they were able to ability to address these problems at an early resource highlight very early in the programme issues stage enabled their resolution at lower cost and Exceeded product performance which might cause problems when the vehicle risk than would have been the case if left expectations in key areas was carried forward towards production. The unresolved until a subsequent prototype stage. Considered by many to be best-in-class enthusiasm of the production team at By the late spring of 2003 the full benefits of on NVH Halewood was impressive – they embraced the compressed approach were realised as the their early involvement in prototype build and remaining level of problem identification fell were committed to making it work.” below that which might usually be expected. X-TYPE 2.0D is clearly on path to becoming a Unusually, Jaguar implemented the next very successful Jaguar product. prototype build within the Halewood Job One and beyond For Ricardo there are many lessons that The Job One vehicle was produced to time in Allsopp intends to take forward to other vehicle ‘...tremendous August 2003. As if the accolade of being the programmes. He cites the demonstrator first ever Jaguar diesel were not distinction vehicle as not only establishing a tangible proof refinement and enough, the X-TYPE 2.0D achieved another of concept but also proving extremely useful as exceptional economy important record on entering production: a vehicle level benchmark throughout the and emissions...’ according to the standard metrics used by programme, augmenting the established Jaguar to assess build quality, it achieved the development targets. He views the intensive Autocar magazine highest rating of any new product launched by use of CAE as particularly beneficial in the company. developing the design to a comparatively As the team continued to work towards the mature level before the first prototype vehicles manufacturing plant itself rather than in a completion of Ricardo’s engineering support at were produced. The enthusiastic and early specialist prototype workshop as would have Job One plus ninety days, the response to the involvement of the production staff and the been traditional practice. This was yet another X-TYPE 2.0D was already apparent in the flow implementation of early prototype builds in the first for Jaguar on the X-TYPE 2.0D of customers into Jaguar showrooms plant environment were in his view clearly programme: bringing the new model into the throughout Europe. In the first year of significant enablers of a time-efficient production plant one full prototype stage ahead production alone, Jaguar estimates that the programme. Most of all, however, Allsopp sees of the company’s usual product development 2.0D is likely to account for almost two thirds of the X-TYPE 2.0D as an achievement of sequence. X-TYPE sales across Europe and up to fifty per focused team work: “It’s a fantastic vehicle and The programme team prepared assembly cent within the UK. Delivered to cost and time, very much a credit to the enthusiasm, hard kits for each of these prototypes at Ricardo and the programme has exceeded expectations in work and dedication of its Jaguar – and shipped them to the Halewood plant ready for many areas of targeted performance, and the Ricardo – engineering teams.” the prototype build. Key members of the team relocated to Halewood for the duration of the build process, which was run in a highly controlled manner in parallel to the main X- TYPE production line. The parts for each assembly operation were delivered to each station and were fitted to the vehicle by the production staff. “Taking this level of prototype into the plant was an excellent way to identify as early as possible any problems and difficulties which may arise during production implementation,” recalls Murden, “but it created a bow wave of issues to be identified and addressed by the team much earlier in the programme than might normally have been expected at this stage.” All of these problems were logged in Jaguar’s quality systems to ensure that they were dealt with and closed off in an acceptable manner through root cause identification and solution implementation. The effect of identifying so many issues at once posed some short term capacity

Winter 2003/4 Ricardo Quarterly Review JAGUAR X-TYPE 2.0D 13 Analyse, advise, deliver

In 2002 Ricardo launched its Strategic Consulting business in response to growing client recognition that technology, product and business issues were interdependent and crucial to success. Eighteen months later, Ricardo Strategic Consulting numbers some of the world’s leading carmakers, Tier 1 suppliers and investment banks among its clients. Tony Lewin reports on a unique service that’s expanding rapidly

ick up a financial newspaper or flick through a motor industry journal, go to any automotive conference, Pseminar, motor show or other auto industry gathering and the challenges of being at the forefront of one of the world’s few global industries leap out. Most automakers concede that the business is tough and that the pressures are at an all-time high; component producers at all levels of the supply chain are likely to agree, too. But it would be a mistake to assume that such pressure automatically leads to across-the-board economic melt-down: the best-placed and most skilfully managed companies can frequently exploit their greater inventiveness and adaptability to benefit from a crisis and gain competitive advantage over ‘Ricardo has always undertaken their rivals. The squeeze is clear: legislation in areas such as safety strategic consulting for its and emissions control is making cars more complicated, clients, but probably never increasingly sophisticated customers are demanding more functionality in their vehicles, leading to ever more technical fully recognised it.’ content in vehicles – and no-one wants to pay for it. At the – Steve Parker, Ricardo same time manufacturers are trying to boost the appeal of their products to consumers by launching more and more niche derivatives, more rapidly and – this is the real crunch – at ever lower cost. simply a question of deciding, say, between product attributes But while the dilemma is easy for anyone to see, it’s an A and B: now, the decision needs to be based upon product infinitely trickier task to find a profitable way out. It is here that performance, customer value, make-or-buy, product the objectivity, clear vision and specialised expertise of an profitability and many other criteria. outside consultant with deep industry knowledge and product insight can make the difference between success and failure. Deep industry knowledge Deciding the way forward on engineering issues has never In response to these needs Ricardo has expanded its offer to been simple: each technology has to be evaluated, developed clients by introducing a new consultancy division, Ricardo and deployed in the most effective way possible to gain Strategic Consulting (RSC), to focus upon the broader competitive advantage. The key here is the ability to make an business and economic issues that form the backdrop to the informed choice between competing solutions and to gain engineering decisions which the company already advises on. insight into implementing such solutions effectively. Steve Parker, recruited in August 2002 as managing director Yet as the business pressures on the world’s car and of RSC, is clear about the principles upon which the new component makers have intensified in recent years, Ricardo business operates: has become increasingly aware that the questions its “Our policy is to give the client clear, clinical analysis and engineering clients are asking are taking in broader strategic implementable solutions which are right for the client’s issues as well as purely technical matters. In effect, business and the markets in which it operates,” he makes successfully aligning technology, product and business clear. “We believe Ricardo is very different from most of the performance has become one of the critical success factors traditional management consulting firms. We take into the for vehicle manufacturers and their suppliers. No longer is it equation very deep, detailed industry, product and technical

14 STRATEGIC CONSULTING Ricardo Quarterly Review Winter 2003/4 knowledge that the current management natural for that client to follow through “The volume of business that has consulting firms lack.” from the product issues and ask the been pushed to us by both existing Parker’s colleagues in RSC all have question ‘what else do I need to address Ricardo clients and new clients has the depth of background you would upstream or downstream?’” As evidence been astonishing,” says Parker, “and the expect of people with this approach to of this trend, recent RSC projects have most remarkable thing is that even in business: strong academic included business and market strategies, today’s tough consulting market we qualifications, automotive industry organisational design, product haven’t had to go out and seek careers across most disciplines, and development effectiveness, and total business. backed by consulting experience with cost reduction across the supply chain. “The second pleasing aspect of the premium management consulting firms. new business has been the reaction of “As a result we get to a solution which Out-of-sector clients the clients we have worked with over the is right for the client, and we get there Not all RSC customers would count past 18 months. They have been with great efficiency,” says Parker. “We themselves part of the automotive delighted at the level of content they take into assignments industry expertise sector or, indeed, as industrial have received, the practicality of the that is unparalleled in our sector. Our companies at all. Investment banks and solutions and the efficiency of the clients get real solutions expressed in private equity houses already form an process by which we delivered it. All this clear language that can be implemented important element in the RSC client list, is already leading to a high level of in a seamless manner, with or without as Steve Parker explains: repeat business.” our support.” “Investors particularly value the deep As a result of the initial success of knowledge we bring to the analysis this extension to its traditional business Major strategic issues behind any transaction, whether it be an portfolio, Ricardo Group soon decided to The global auto industry is facing evaluation of technology, products, expand the business into the United unprecedented challenges on many markets or the effectiveness of assets States. January 2004 saw offices fronts, but all stem in some way or for the future needs of the investor.” opening in Detroit and Chicago, with another from the biggest strategic One recent project focused upon Andy Chien as leader of RSC’s North imperative of them all – the need to supporting a group of banks in American practice and Louis Bailoni deliver increasing value to increasingly evaluating the fitness for purpose of a leading the Chicago office. Both offices sophisticated customers whilst large automotive manufacturing facility. are already actively engaged in client continuously reducing costs to improve Louis Bailoni at RSC’s Chicago office projects for North American vehicle returns. These demands, says Parker, explains: “A second project saw an RSC manufacturers and suppliers. are the most powerful drivers of all, yet team working with a client aiming for In parallel the RSC team in Germany, the solution is made all the more top-line growth through acquisition, with led by Markus Doerr, is expanding challenging by the impact of legislation RSC identifying and evaluating quickly and will be moving to new and new technology. opportunities both to add value to offices in the Stuttgart area in early Markus Doerr, leader of RSC’s current products and to diversify into 2004. European practice, believes a deep associated product sectors using the Ricardo’s strategic consulting understanding of the vehicle client’s core competencies.” operations are proving to be just what development process is crucial: “This Bailoni and his team specialise in the auto industry has been needing: a allows us to address the technical, supporting suppliers to improve top- carefully-structured balance between organisational and logistical issues and bottom-line growth. challenging but soundly-based strategic involved in delivering new product to consulting and in-depth technology market in an effective manner,” he Rapid growth path consulting, itself founded upon deep explains. “A client will realise that the Though Ricardo Strategic Consulting is industry, product and technical increasingly rapid changes in technology, barely eighteen months old, the amount knowledge – backed of course by the in product and in the market are having of work – and the demand for the widely-acknowledged capability to an impact upon his current products, organisation’s services – has surprised deliver those solutions to a world-class organisation and business model. So it’s all concerned, even MD Steve Parker. engineering level.

Ricardo Strategic Consulting: expanding in UK, Detroit, Chicago and Stuttgart, below

Winter 2003/4 Ricardo Quarterly Review STRATEGIC CONSULTING 15 ‘Real solutions delivered in clear language’

Steve Parker was appointed Managing themselves. That’s number one. As a result Director of Ricardo Strategic Consulting in they have also been refocusing on core August 2002. Previously, he was a vice competence, which you can define both in president of AT Kearney’s Global terms of areas of the product which are Automotive Practice and was based in core to their brand or skills. By implication London. Prior to that, he held senior this opens up requirements in the “non positions in Perkins Engines Group Ltd and core” areas for suppliers, who are fulfilling it PSA Peugeot Citroën. by increasing module size or taking system Parker: ‘Automakers are much more responsibility. Finally, many carmakers have sophisticated buyers of services On a broad level, what is the most become increasingly sophisticated in the than they used to be.’ pressing issue for the auto industry purchasing processes and are demanding today globally? and securing ever larger cost reductions One of the biggest issues the industry has based upon the total value of the product or lot of the innovation these days is also to face is the very high cost base that it service provided. So T1 is a very coming from T2s and T3s. So an retains, and the continued pressure on uncomfortable place to be: it always has automaker’s ability to acquire, evaluate and costs from all sides. There are legislative been, but it is now getting even more deploy technology and make profit from pressures and an ever increasing demand uncomfortable. deployment of technology is becoming a for greater functionality and reliability on core competence in its own right. vehicles, all of which demand increasing What is the impact of this shift in core levels of technology and changes to competency? Has the change in T1 relationship with production and product life cycle It depends on the carmaker’s strategy, but the automakers affected service management. there is a clear need within the automakers’ providers in a different way to systems own operations to divide technology and providers? What are the most important synergies the associated product attributes into I think it clearly has. Automakers are much between strategic and engineering technologies that do or don’t deliver more sophisticated buyers of services than consultancy? Is this what Ricardo is incremental customer value. Some they ever used to be and they are looking now doing, lining up the two together? technologies allow the carmakers to for value-based services. So they are My view is that Ricardo has always generate additional value in terms of base looking very clearly to spend their money in undertaken strategic consulting for its model pricing and options pricing; other a way that they can get a return on clients, but probably never fully recognised technologies are simply those which must investment in consulting fees or services it. Identifying, developing and implementing be delivered to stay in business but from fees. They are looking for consultants innovation strategy for an automaker or Tier which they can derive little or no added capable of implementing in the detail, not One (T1) is strategic, I would even say value, as the customers won’t pay for it. firms who merely identify levels of savings critical. This is classical Ricardo work and Emissions compliance is one of these. or improvements targets and leave the something the industry has valued over the Carmakers are keeping, and in some cases automaker to deliver. And they’re looking for past 80 years. If you also work with the bringing back in-house, technologies which service providers that have capability above automaker to restructure his operations to are key to future product performance and and beyond the automaker’s capability. The accommodate the new technologies and profitability -- an example is control and future for service providers is deep content realign his cost base to the new market electronics. To stay ahead of these trends and delivery capability and not just process. needs, this is also strategic. It’s one T1s need to be even smarter in the way element of our new, seamless service they evaluate, acquire and deploy Who is your typical client? offering. technology. We are currently working for clients who produce extremely high value, high How has the relationship between T1 Do automakers want to have these performance vehicles, premium and volume suppliers and automakers changed over incremental competencies on board as car manufacturers as well as commercial the last few years? part of their portfolio rather than buying vehicle manufacturers. In addition our Over the past years carmakers have been it from a T1? current business includes T1 suppliers as trying to do three key things that have had a It depends on the automaker. Automakers well as businesses looking to acquire or major impact on T1 suppliers. They’ve been are looking very hard at which core dispose of assets. In some cases the work trying to leverage supplier capability in competencies they require -- that’s number is across their global operations -- so we terms of technology, supplier investment one. Number two is that they are looking have a pretty interesting portfolio of clients and supplier knowledge to enhance their then to acquire and fill gaps in their own and some demanding but satisfying own products whilst removing the necessity skill base and requiring that from T1s. The projects. for them to invest in those things needle has now moved further because a

16 STRATEGIC CONSULTING Ricardo Quarterly Review Winter 2003/4 Improving profitability through Warranty Management

or many vehicle manufacturers the Faverage cost of warranty runs between 4 and 5 per cent of revenue. To put this into perspective, this represents approximately the same amount of money that many spend on their entire product development. But the true cost of warranty is only understood when the impact on customer satisfaction and loyalty is considered. Customers will not make a repeat purchase if their experience of the brand is clouded by reliability problems and if the warranty service was unpleasant or unprofessional. The pressure on warranty is expected to even increase further. Significant extensions in the level of coverage have been offered by most manufacturers in recent years, triggered by legislation, erosion of market share and rising consumer expectations. In the USA, some manufacturers offer 10 year/100,000 miles warranty coverage as a point of competitive differentiation. Unlike rebates or financing, extended warranty coverage current and future products: Total High Value Problem Resolution is a has the potential to positively influence Warranty Management and High Value structured approach that is applied to customers on a continuing basis beyond Problem Resolution. major and typically long-standing quality the initial purchase. At the same time the concerns. Ricardo strategic and technical rising complexity of vehicles is increasing Total Warranty Management consists of consultants work side by side with the warranty cost to an all-time high, even for a warranty control centre as the focal client until a permanent corrective action vehicle manufacturers once renowned for point of co-ordination of six substantive is identified and lessons learned are their superb quality. In parallel with these modules which have been proven in captured to prevent recurrence. Ricardo is trends, consumer expectations are also at many client programmes to pull the key well positioned to resolve almost any unprecedented levels – while 10 years levers of warranty improvement: First automotive warranty concerns through its ago a warranty incident was a vehicle Time Quality, Fast Resolution, Incentive expertise in engine, aftertreatment, failing to start, today’s customer might Alignment, Surfacing Waste, Service transmission, controls and electronics, turn to the dealership to get a squeak or Excellence and Policy Alignment (see software and vehicle engineering. rattle fixed. diagram). The approach comprises the following Despite the huge likely financial impact, The warranty control centre front office key steps: many vehicle manufacturers find it difficult is responsible for the retrieval, analysis Set up a cross-functional problem to address warranty management in an and prioritisation of warranty concern resolution team populated by leading appropriate manner – warranty always data from the field, manufacturing plants subject matter experts implies “fault” and many concerns can or external quality monitoring groups. The Analyse the problem in a MECE only be addressed if different functions in back office oversees an effective problem (Mutually Exclusive Collectively the company and suppliers work together. resolution process that involves all Exhaustive) manner to understand the Best-in-class companies have found that required stakeholders and handles the failure modes they can turn improved warranty warranty concerns in priority order as Define and implement the interim performance into a source of competitive determined by the front office. containment actions advantage by addressing it both today Clients who have fully implemented Determine root cause utilising systems and tomorrow: quickly find, fix and Total Warranty Management have seen a engineering approaches eliminate the current sources of warranty dramatic improvement of their warranty Develop and implement the permanent cost, and keep the problem from performance. corrective action happening in the future. Companies that The total potential of this approach is a Institutionalise the learning to prevent excel in warranty performance win twice: reduction of warranty cost by up to 40-50 recurrence they will have the highest customer per cent, even in high-performing Joint client and Ricardo teams typically satisfaction and loyalty and the lowest companies. While full implementation resolve even very long-standing problems expenditure. Ricardo works closely with takes approximately four years, significant in less than 90 days. The interim clients to take warranty costs in hand and savings can be achieved in the first year containment actions are often put in place turn this into a source of competitive from the reduction of warranty reserves, much more rapidly, so that the customer advantage, performing two making Total Warranty Management a is protected and the cash drain is complementary types of activities on both self-funding project. stopped.

Winter 2003/4 Ricardo Quarterly Review STRATEGIC CONSULTING 17 The mentor from Massachusetts

The Massachusetts Institute of Technology’s Industry Consortium on Advanced Automotive Electrical/Electronic Components and Systems has over 40 member companies, including Ricardo. Its mission is to improve the performance of automobiles using innovative and advanced electrical technologies. Tony Lewin spoke to consortium director Tom Keim when he visited Ricardo recently

Does the consortium concentrate its work to were still not good enough for widespread on commodity items that are essentially automotive use. But when I made some platform neutral? enquiries, I found that none of the materials We’re working on things that don’t in an ultracapacitor is inherently very differentially benefit, but I hate the word expensive, which means that one might be commodity. Commodity suggests price but no optimistic that the manufacturers’ projected incremental value: what we’re working on are cost reductions could eventually be items which are potentially accessible to all exceeded. When I added my own optimism manufacturers – nobody can hope to use factor on top it began to look like we could consortium work to derive a competitive use them. advantage. They can hope to use knowledge they derive from working with the consortium Stopping the engine when the vehicle is to develop for themselves systems which stationary is an obvious way to save fuel, they can sell for competitive advantage: they but at present the engine is used as a can take away knowledge but they can’t take power source for many of the vehicles away specific technical tricks. accessories like air-conditioning. You have presented proposals for a fuel- So you’re helping raise the baseline? burning thermophotovoltaic device (which Yes, we’re making cars better for everybody directly converts heat from burning fuel and hopefully making our members wiser into electricity) as an auxiliary power than our non-members. source for use when the engine is improvement in efficiency is worth the weight stopped. How does it compare in It strikes me that the consortium is mainly penalty it imposes. attractiveness to fuel cells? looking at electrics rather than Firstly, you need to make certain that you are electronics. Do you believe that by While batteries are steadily improving, using reasonable weights and volumes of improving familiar items of electrical they are still by no means ideal for whatever materials you are using. The fact hardware such as the alternator we can automotive use. What do you think of that it is very expensive to make today does make useful gains? Enough to keep pace ultra capacitors? not matter because the automotive industry with tightening requirements for fuel An ultra capacitor is a far better power is one of the most prolific manufacturing consumption? source than a battery and a far better energy industries in the world: they build things in They are not going to solve all the problems source than a capacitor: it provides a such quantities that they will figure out how that the auto industry faces in terms of combination of power and energy that you to make it in a way that doesn’t cost much meeting the declining carbon dioxide can’t get by any other means. A couple of more than the cost of what goes into it. So if emissions. We are still going to need years ago I went to a conference where it there’s something inherently expensive in it improved prime movers, but all these became apparent to me that in some like cobalt or platinum, (as there is in most improvements in auxiliaries really do help. In applications ultra capacitors were going into fuel cells) then I am not too interested. Also, the past, people were always able to build production, were finding places where they a thermophotovoltaic device will work with more efficient alternators: the problem is that were good enough to justify building gasoline or diesel fuel. they would weigh more, they would cost factories. The whole industry was talking more, and the car company wouldn’t buy about the cost reductions which were just You have suggested efficiencies of up to them. So what we need is first off to do the around the corner. The prices the 40 per cent for a fuel-burning system design and decide whether the likely manufacturers were projecting they could get thermophotovoltaic device, and that the

18 TOM KEIM Ricardo Quarterly Review Winter 2003/4 Don Newton off" power drain from the vehicle, which Director, Control and is an issue even with today’s 12v Electronics for Ricardo systems and it would reduce costs by allowing the use of lower voltage parts We were very pleased that Tom took and eliminating many parts currently the time to visit Ricardo and we used to suppress transients (including welcome his provocative views on load dump). technical matters. As a technology However, what is preventing a change leader in automotive electronics we are to 42 volts is the volume of re- part of the MIT consortium in order to engineering of legacy electrical systems contribute to the debate and to and components that would need to understand trends and technology take place, an issue that is magnified by developments. moving away completely from 12 volts. Tom discussed the issue of dual The blend of the technical and voltages in vehicles. The idea of using economic impacts is critical, and is why a 5v/42v architecture makes sense from Ricardo's Control & Electronics and a technological perspective, perhaps Strategic Consulting groups are using a 6v vehicle bus to allow for collaborating on a number of projects. electrical transients while still being able microprocessor core voltage (typically Our work with the MIT consortium to provide a regulated 5v to parts within 3.3 to 1.8v). With careful design this helps to keep Ricardo at the forefront of ECUs that still require it, as well as approach should have other benefits, industry thinking, and we look forward allowing efficient reduction to the for example it would reduce the "key to continued participation. obstacles to volume automotive use of Amid all the talk of dual voltage systems as their internal workings, the chip that’s inside fuel cells are fairly formidable. Does this a stepping stone to 42 volts you suggested there doesn’t work at 5 – it works at 3 volts. mean you could scale that if you were going to choose to have a The voltage at which these chips are thermophotovoltaics up to form a dual voltage system and 42 volts was going working is going down, down – down faster propulsion system? to be the higher voltage, you would than model years are advancing. One can do calculations that say 40 per probably chose something other than 14 as What those devices have inside them for cent, but in order to do that one must make the lower voltage. You mentioned 5 volts as prime power today is a linear pre-regulator. some assumptions I am not sure can be being a better alternative for running the With the pre-regulator, if one wants 50 achieved. But if you are at 15-20 per cent controller systems on a vehicle. Can you milliamps at 3 volts to drive the computer you are really competitive. However as a explain? one takes 50 milliamps at 14 volts from prime mover it doesn’t have enough Well, let’s try to divide the world into loads that the bus and one burns off those potential over the internal combustion you could rebuild to work off 42 volts and remaining 11 volts so most of the power engine. The internal combustion engine is those that you could not or would rather not. that flows into the power terminal goes already a great way of going from fuel to Almost any load that is above a couple of away as heat. mechanical work. Going from fuel to heat to hundred watts can be efficiently converted to To do this at 42 volts with a linear radiation to electricity to mechanical work is 42 volts. I am not talking about development regulator it would be worse still because probably making two too many conversions, costs, I am talking about the incremental cost now less than 10 per cent of the power is but I am very optimistic about it as auxiliary of building one more unit after recovery of all driving the computer – the rest of it is just power and even for cogeneration for development expenses, some day far in the being burned away. The 3 volts that drive industrial heat. future. Lamps are a problem: 42 volt lamp the thing can be precisely regulated filaments are unpleasant to contemplate. PWM because this linear regulator has very fast Are the emissions issues manageable in (pulse width modulation) for lamps works pretty dynamics so if the bus voltage bounces the an automotive application? well. Really small motors such as those that linear regulator doesn’t allow this to pass I am not an emissions expert but in general work the window lifts in a luxury car may not through to the low voltage bus. continuous combustion – external be good on 42 volts either, but PWM works At 42 volts people would probably go to a combustion – is easier than internal pretty well for those too. So as I go through the different type of technology, a switch mode combustion to make clean. We also have the list of the things which are on the list for the 14 pre-regulator. That is a cost increment but benefit that we have a catalytic converter volt car and start looking at what can move to maybe for performance it is necessary. For and a complete automotive exhaust gas 42 volts and at what price, the problem that the cost of a hundred switch mode pre- system available to us when this thing is stares at you the hardest is the micro- regulators, each of them inside their own running, and maybe we can get some bonus controller. individual chip, we can consider going back points for keeping the catalyst warm when to making a linear regulator – and while the engine is stopped. I have to believe the Why would micro-controllers benefit from a we’re at it let’s go back and make them people who cleaned up an internal lower voltage? easy, that’s where 5 comes from. At 5 volts combustion engine can clean up an external In a luxury car there might be more than a one can easily make a linear pre-regulator burner. hundred micro-controllers. If you look at twice as efficient as it is at 14.

Winter 2003/4 Ricardo Quarterly Review TOM KEIM 19 Ricardo-Judd race diesel t

s we reported in the Spring 2003 RQ, potential for conversion within the existing A Ricardo has been actively looking at structure, bore/stroke ratio considerations, fuel ways of developing a suitable diesel engine injection system, combustion system design to take advantage of the new regulations for and turbocharger matching. It was concluded the Le Mans 24 hour race, issued by the that the conversion was feasible and that ruling body, the Automobile Club de l’Ouest some 600 hp was possible (which was (ACO). The new rules will permit diesel- considered as a minimum to compete with the powered entries in the top LMP1 prototype top LMP1 gasoline cars). category, starting in 2004. Crucially, a fuel economy benefit of around A number of approaches have been 15 per cent would be achieved, giving a explored by Ricardo, including that of a totally significant advantage in extra laps per tank in new design. However, following discussions endurance events. Moreover, the superior with Engine Developments Ltd (EDL), torque characteristics would benefit driveability manufacturers of the Judd range of race out of corners and add another engines, the two companies agreed to explore competitive advantage to the the possibility of a conversion of the GV5 V10 diesel. Judd gasoline engine. A 3-D assembly has been “We immediately recognised the potential of constructed and was this engine as an attractive prospect for a displayed for the first diesel conversion due to its robust lower time at the Indianapolis crankcase structure and the shallow valve PRI show in December angles,” explained Steve Sapsford, engines 2003 and subsequently at manager, Ricardo Motorsport. “As a diesel the Autosport International adaptation, this would be the first truly motorsport show in Birmingham dedicated lightweight race diesel: all other in January 2004. Ricardo and EDL current racing diesels are conversions from are actively looking for potential road diesel engines and consequently technical partners and financial relatively heavy.” sponsors in order to take this Ricardo and EDL started a feasibility study unique project to its next stage – a early in 2003 to examine factors such as demonstration running engine. Map-based running heads list of enhancem

icardo has announced the trade-off between simulation Rrelease of WAVE v5.1, the accuracy and calculation effort to latest addition to its market- be optimised. All data generated leading WAVE engine to populate the maps can be re- performance and gas dynamics used in the same and subsequent simulation package. WAVE v5.1 simulations, allowing maximum builds on the comprehensive efficiency for long transients and feature base of version 5 iterative design optimisation. (described in RQ Winter Further co-simulation of WAVE 2002/2003) but adds new with mechanical systems is now functionality in the modelling of possible using the new interface transient operation, control, co- with VALDYN, Ricardo Software’s simulation and fuel injection. valve train simulation package. A new map-based running This enables fully interactive time- feature provides users with the step coupled simulations involving ability to perform transient vehicle detailed engine and valvetrain analysis using WAVE-generated models. In this way, the influence look-up maps of engine of valvetrain dynamics on engine performance. The maps are performance can be modelled to a developed ‘on the fly’ as the data high degree of accuracy. is needed and use a The representation of 2-phase multidimensional sparse data effects in the modelling of map filling and interpolation gasoline engine performance has algorithm, which enables the PID Controller Gain Tuning long been a weakness of 1-D

20 RICARDO NEWS Ricardo Quarterly Review Winter 2003/4 takes shape New tools for control software engineering

ngine and vehicle control of version 4.0 of its highly Esystem engineers have long successful MINT software, a used commercial simulation tools product which provides robust and such as Simulink® and Stateflow® controlled support for the for algorithm design and rapid generation of high quality prototyping. In the past, simulation production software using models created with these tools Simulink® and Stateflow®. Using were used to test and optimise MINT, control system software algorithm concepts that were engineers are able to follow pre- subsequently used as a starting determined corporate style point for the production control guidelines for model generation system design. This process of and review. Compliance is more translating the software readily verifiable with corporate specification derived from the guidelines, as is compatibility of simulation models into production the model with the user’s selected level code is extremely time- automatic code generation consuming. Despite the skill of package. more experienced software Version 4 of MINT builds upon engineers at spotting the integrity checking and ease-of- inconsistencies in model design, use of previous versions but the process is also prone to provides much greater flexibility for interpretation errors. customisation to the precise In recent years the use of the requirements of model-based simulation models directly in the software development processes. production system process has Commenting on the release of become commonplace. This this new version, Dr Steve approach avoids any inconsistency Montgomery, managing director of of approach between development Ricardo Tarragon, said: “Using and software engineers and also MINT to check against a suitable reduces the risk of style guide, engineers can be misinterpretation of specification confident that their models will ments in WAVE v5.1 implied by the model. However the generate good target code and will potential for human error has plug-and-play with other models merely been transferred to a developed to the same style. I am higher level and, with the use of very pleased to see MINT V4.0 simulation codes. This has been solved in WAVE increasing complexity of simulation bringing significant improvements v5.1 by adapting the Discrete Droplet Model models, there is a strong need to to the management of tests and (DDM) developed for VECTIS, Ricardo Software’s ensure that disciplines of model style guides as well as other 3-D computational fluid dynamics software. This generation are rigorously defined functional improvements.” model accounts for a full spectrum of droplet and applied. For further information regarding sizes and velocities and provides a wall film model In February 2004 Ricardo MINT V4.0, go to that experiences heat and mass transfer, transport Tarragon will announce the launch www.ricardo.com/MINT. and gas phase re-entrainment. The correct representation of these phenomena enables improved accuracy in the simulation of highly transient events such as cold starts. Additional enhancements include a unique built- in gain calibration tool allowing users to efficiently tune PID controllers. This feature completely automates the finding of optimal gains, allowing the engine analyst to save time while starting the simulation with a higher degree of confidence.

International User Conference Ricardo Software will host its 9th annual International User Conference on March 11-12, 2004 at the Westin Hotel, Southfield, MI, USA. Further information may be obtained at www.ricardo.com/software/iuc.

Winter 2003/4 Ricardo Quarterly Review RICARDO NEWS 21 Rising to the challenge of ultra-low CO2

ollowing their successful technologies of the hybrid vehicle to Fsubmission to the UK operate at optimal efficiency. government’s Ultra Low Carbon The EFFICIENT-C vehicle is Car Challenge, PSA Peugeot targeted to achieve CO2 emissions Citroën, Ricardo UK Ltd and of 89.5g/km over the combined QinetiQ have revealed plans for ECE + EUDC drive cycle (this their £3m ($5.4 m) project, equates to a well-to-wheels CO2 codenamed EFFICIENT-C, to emissions level of 100g/km, using develop a C-segment passenger pump grade diesel fuel). Legislated car capable of ultra-low CO2 exhaust emissions will be within emissions while delivering Euro IV levels. Vehicle performance competitive standards of vehicle targets include a 0-100km/h performance and refinement. acceleration time of less than 13 The Ultra Low Carbon Challenge seconds and a top speed in excess invited proposals from individual of 150km/h. companies and consortia to The EFFICIENT-C team demonstrate the feasibility of a represents a unique mix of skills in family sized ultra-low carbon car in the development of hybrid vehicle the UK. In addressing this technology, expertise which will be challenge EFFICIENT-C will involve used for the benefit of the project. the development and PSA Peugeot Citroën will provide its demonstration of a highly efficient expertise in vehicle architecture. It parallel hybrid powertrain system will deliver the base vehicle installed in a Citroën Berlingo hardware and engineering support Multispace passenger car. to the integration of hybrid Development of this vehicle is technologies, including powertrain, expected to take 18 months. The energy storage and associated partners will also take into control systems. The company will consideration the potential for also provide guidance to ensure delivery in future products available production and cost feasibility and to customers. The first phase of the electrical power generation, regenerative consumer acceptability. programme will comprise a feasibility study, braking and all-electric traction at low speed. Ricardo will contribute its programme which will define the final vehicle architecture. An automated manual transmission (AMT) management and hybrid vehicle systems Key technologies envisaged for the delivering high standards of refinement and integration expertise together with powertrain EFFICIENT-C vehicle include: driveability in a cost-effective manner. and vehicle control/electronics development, An efficient PSA Peugeot Citroën HDi An advanced energy storage system using demonstrator vehicle build and production common rail diesel engine, delivering peak NiMH (Nickel-Metal Hydride) or Li-ION cost-benefit analysis. The final partner in the performance of around 90 bhp while achieving (Lithium-Ion) batteries, possibly combined with programme, QinetiQ, will bring expertise in the Euro IV emissions levels with low-cost supercapacitors, to achieve the energy and areas of energy storage, power electronics, aftertreatment technology. power densities required for efficient operation battery management and hybrid powertrain A high output Direct Current (DC) electric of the vehicle. modelling, and will also provide prototype motor-generator enabling stop/start operation Advanced control and electronics energy storage and management hardware to of the diesel engine, torque assist, efficient architecture, enabling the many constituent support the demonstrator vehicle. Ricardo GmbH joins prestigious FVV in Germany

n January 2004 Ricardo GmbH the design and manufacture of Ricardo. To date the FVV has According to Detlev Baudach, Iwas granted membership of the internal combustion engines conducted nearly 800 managing director of Ricardo prestigious German internal (both reciprocating and gas collaborative research GmbH, “membership of the FVV combustion engines research turbine) and axial and radial flow programmes, many of which is extremely beneficial to association, the Forschungs- compressors. The association include contributions from some Ricardo, enabling us to vereinigung Verbrennungs- includes manufacturers of of Europe’s leading academic contribute to debate and kraftmaschinen e.V. (FVV). automotive and industrial institutions. Membership of the research in areas of advanced Founded in 1956, the FVV engines, as well as component FVV is primarily made up of engine technology together with comprises over 100 member suppliers and engineering companies with a German origin our partners throughout companies who are engaged in technology partners such as or substantial German presence. Germany.”

22 RICARDO NEWS Ricardo Quarterly Review Winter 2003/4 Chassis – Suspension – Steering – Braking – Ride & Handling

The world’s first dedicated international showcase exhibition and conference for vehicle dynamics engineering and components

Vehicle Dynamics Expo showcases the latest components, technologies & systems covering the full spectrum of Vehicle Dynamics Engineering. An event dedicated to OEM & Tier 1/Tier 2 engineers, component & service suppliers.

ON SHOW

• Steering technologies • Ride enhancing technologies • Braking • Ride and handling consultants • Axles and axle components • Integrated corner module engineering • By-wire technologies • CAE design packages • Materials • Time compression technologies • Handling technologies • Proving grounds • Corner modules • Engineering services • Stability control technologies • Chassis & suspension components • Traction control systems • Simulation and modelling • Tires and tire sensors

CONFERENCE

Running in tandem with the exhibition will be a 3 day conference focusing on all aspects of vehicle dynamics engineering. Held in a purpose built conference centre next to the exhibition hall, prospective speakers will soon be invited to submit papers for inclusion in the programme. More details to follow. 25, 26, 27 May 2004 Stuttgart Messe, Stuttgart, Germany

For more information on booking a stand/booth contact Robert Hull on: Telephone (44) 1306 741200 or Fax (44) 1306 743755 Email: [email protected] www.vehicledynamics-expo.com