The Science And Art Of Buggy: A Case Study Of Engineering Innovation
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The Science And Art Of Buggy: A Case Study Of Engineering Innovation
2008 Carnegie Mellon University Homecoming October 24, 2008
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Matthew L Wagner, Ph.D.Senior Program Development ManagerBreakthrough InnovationPraxair R&D
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“All I’ve needed to know about new product development, I learned doing buggy”
Introduction
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Who Am I?
Spirit Buggy Co-Chair 1985 -
1987 1st men’s 1987 1st women’s 1986
& 1987
One of the builders of Quantum Leap Course record
1988 to 2008
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Who Am I?
New Product Development (NPD) Praxair R&D since
1992 Individual
contributor, manager, innovation champion
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What is Buggy?
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Engineering Innovation
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Engineering Innovation: Defined
Practical application of
scientific knowledge
The act of introducing
something new to the
world
EngineeringEngineering InnovationInnovation
=+Invention
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Engineering Innovation: Praxair
=+
$
t
$
t
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Engineering Innovation: Buggy
=+
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Buggy and NPD are both examples of Engineering Innovation
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Activity Theory
ACTACT
ACTACT
AC
TA
CT
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Buggy and NPD: Task and Organization
Task Complex (many interrelated subtasks)
Strong engineering component Objective measure of success External competition
Organization Team based Multiple people Multiple functional roles Decision making hierarchy
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Buggy and NPD have similar task and organizational challenges
Complex multi-dimensional task including technical and non-technical activities
Complex organization with multiple people and multiple roles
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Buggy: Task
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Primary Engineering Challenge
55 seconds down hill Rigid Low rolling resistance
wheels Aerodynamic Stable through Chute
75 seconds pushing Light Stable pushing
platform
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A Light and Rigid Buggy
Structure Space frame Tube (monocoque)
Flat pan
Materials Aluminum Composites
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“How do you get her in there?”
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Creativity and collaboration
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Low Rolling Resistance Wheels
Challenge Minimize energy
losses Get through Chute
Tires Solid polyurethane Solid rubber Pneumatic
Treatments Heat Chemical Pressure, gas
(pneumatics)
1985 Buggy Book
“Spirit wishes to express their deep gratitude to Luan Denny, Steve Ng, and the entire Fringe organization, Jeff Allan, Mr. Jim Underwood, Dr. Cyert, and SDC, without whom Spirit’s buggies would have never rolled.”
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External relationships
Proprietary knowledge
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Buggy: Organization
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Organization: Creating a Team Racing teams
Driver Five pushers
Support personnel Flaggers Timers Mechanics Chairs
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Must recruit talented people and motivate them
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Organization: Decision Making
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Leadership must set direction, allocate resources, and align organization
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Comparison to Praxair’s NPD Work Process
Intellectual Property
External Relationships
Technical Engineering Tasks
Multiple people and roles
Objective Success Criteria
Leadership and decision making
Non-technical Tasks
Competition
SUMMARY
CUSTOMER NEED
TECHNICAL SOLUTION
COMMERCIAL APPROACH
VALUE TO PRAXAIR
KEY ISSUESSafety, health, environmentCompetitive Technologies
Intellectual PropertyExternal Relations
SCHEDULE and RESOURCES
PARTICIPANTSREVIEWERS
Objective Success Criteria
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All anyone needs to know about new product development, they can learn doing buggy
Conclusion
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Thanks
CMU Alumni Relations: Sarah McMullen
CMU ETIM Program: Eden Fisher
CMU Buggy Alumni Association: Abby Sullivan, Tom Wood
Spirit Buggy Alumni: Tom Felmley, Liz Stoltenberg
Praxair: Marie Caputi, Doug Heiderman
HISTORY OF BUGGY (by Tom Wood)Date: Saturday October 25Time: 12:30-1:15Location: Adamson Wing, Baker Hall