Systems Engineering + Design MEng Projects

In this decade, Singapore’s Mass Rapid Transit (MRT) system is expanding with new lines being built while existing lines are being renewed. To be more cost effective and more efficient, the Land Transport Authority of Singapore is planning to move away from document-based system engineering approach to Model Based System Engineering (MBSE). The goal of this project is to identify change impact of upgrading an existing MRT project, from driverless to unattended train operation in the MBSE environment. With MBSE, the analysis has substantial time savings compared to existing practice of document-based approach. Furthermore, as the models were created with the principles of reuse, scalability and product categorization, wider applications of other types of new and existing MRT projects are envisioned. These applications include starting up new MRT projects and developing interface design and concepts of upcoming and ongoing projects.

This report analyzes the feasibility and limitations of implementing a real-time high-definition map feature and outlines a strategy to select payload sizing for over-the-air updates. The analysis uses techniques from the Systems Engineering domain to decompose the feature into functional components and define the critical stakeholders. Use cases are established to determine worst-case operating conditions. A set of design parameters are defined and a model is presented which illustrates the performance trade-offs between subsystem components. The results of the model are then interpreted with regard to stakeholder objectives and a recommendation is provided with specific considerations for implementation.

Active spindle systems allow automotive tailgate doors to open and close with ease by customers. A Brose production plant is producing active spindle systems with out of specification force hysteresis or high force. High force reflects more friction being generated in the system, which in turn requires more effort to open/close the tailgate. Excess internal friction can have cascading negative effects on quality, such as premature wear and noise generation. This has caused historically high scrap rates and concerns surrounding process capability and warranty risk. To solve this problem, a combination of the Brose Problem Management Process, Six Sigma, and Systems Engineering methods were used to converge to the dominant X causing high force: the spider clip assembly not being seated properly. The improperly seated spider clip assembly causes the preassembly to the motor/gearbox interface to drift, thus generating excess internal friction during actuation.

Error proofing recommendations are provided as the primary physical intervention needed to control the spider clip assembly. The current and true force limits were also found to be unrepresentative of the process, causing good parts to be scrapped and bad parts to ship. Updated limits based off of the internal friction are provided. Implementing both recommendations will reduce scrap rates by an estimated 25–50%, improve production speed, and reduce anticipated warranty risk. The recommendations and results will be read across to other plants in the Brose organization producing active spindles to generate a global improvement in scrap rates, production speed, and warranty risk.

Ford Motor Company offers several vehicles with off-road Selectable Drive Modes (SDMs), which optimize the vehicle’s behavior for use in specific off-road situations.

While contextual logic exists to adapt Advanced Driver Assist Systems (ADAS) to a variety of driving conditions, there was no unique logic governing these modes to ensure both the novice and expert have the ideal off-road driving experience – fulfilling their sense of adventure and maintaining background assistance as needed. The purpose of this project was to develop a strategy for how these driver-assist features should behave in off-road modes, and how the HMI should present key information to the customer. The improvements developed by this project should enhance the customer’s experience while driving in and switching between off-road drive modes. As such, several elements of systems engineering and human-centered design, including storyboards, use cases and stakeholder analysis, were utilized to ensure that the customer is always the focal point. For example, internal stakeholder analyses were performed to help identify which system takes precedence in order to best satisfy the customer's needs and for a given situation.

A unified strategy for enabling ADAS features in off-road SDMs was agreed upon between the functional teams representing ADAS, SDMs, the designated vehicle programs, and program marketing. The customer-focused strategy minimizes ADAS visual stimuli and maximizes the driver’s control while maintaining features which help the driver avoid collisions. Next, three use cases were developed to illustrate certain customer scenarios and engagement with ADAS features and SDMs. These use cases helped develop HMI that would help the customer during transitions between modes. The change will cascade into over 60% of vehicles offered by Ford, with that number likely to rise, as the company transitions to SUVs and trucks, more likely to be equipped with 4WD and SDMs. Testing and validation was unable to be completed due to the COVID-19 health crisis, but the strategy change should be validated in late 2020 or early 2021.

Engine key start quality is critical to the functionality of a vehicle. Whether it be for customer satisfaction or user safety in extreme temperatures, a vehicle being able to start reliably and effectively is crucial. Currently, much of the analysis to assess key start robustness and quality is done by hand. The sheer amount of data takes a significant amount of effort to go through. To solve this problem, I created a python based tool to automate the analysis process. The tool analyzes data collected from in-vehicle testing and identifies important characteristics to classify each engine start as either good or bad. It does so by comparing parameters in each start to 5 separate requirements. The tool also provides an option to save the processed data to a database for future analysis. Overall, this tool was able to analyze the data and output a PDF report of the engine start health 35 times faster than I was (8.3 hours versus 14 minutes). The tool also had better accuracy. With only 1 error out of 500 classifications for the tool versus 8 of my own mistakes, it is clear this tool will increase efficiency and robustness in analyzing key start verification requirements.

This project’s goal was to provide a class of environmental and civil engineers with systems engineering tools and methodology for their undergraduate senior design project. Their class was tasked with developing a site for the Salem Meadows Development. They were split into four building teams that developed plans for the main commercial and residential structures on the site. Each building team was split into a geotechnical team, a construction team and a structural team. There were also six environmental teams that were responsible for water supply, water conveyance, wastewater management, stormwater management, water conservation and reuse, and a site wide team. They are all working toward a Leadership in Energy and Environmental Design (LEED) Gold certification proving the development is more environmentally and economically sustainable, and has higher quality and aesthetically pleasing buildings for a prosperous future. Our goal was to add value to the teams by saving them time and work. Doing so was done by providing the teams with systems engineering tools and methods, and showing them how to use them. This would help by ensuring they are working toward meeting requirements, taking responsibility for each requirement by group, and ensuring that the teams work together where interfaces occur between the teams.

This interdisciplinary project was first to integrate graduate students and undergraduate students into a capstone project. The benefits of this project are apparent from the start, but the actual impact was difficult to see right away. We don’t have quantitative data on the effectiveness of this project and COVID-19 played a large role in the collapse and disintegration with the students less than a week after spring break of 2020. While acting as systems engineers to lower project costs and save students time may not have gone as planned, we have provided valuable information to allow for future success of this program. This project can pave the way for graduate students being integrated into senior design courses. Now that this program has had the first test trial, we believe the implementation and results of the next class will go much better with our recommendations.

Recently, GM restructured globally, merging Propulsion and non-Propulsion operations as one team. GM has Production Specification Analyst Teams in both Warren and Milford, with varying support for the local Design Release Engineers. Warren releases non-Propulsion modules (ex: Chassis, Brake, & Infotainment), while Milford releases Propulsion modules (ex: Engine, Transmission, & Battery). Leadership is continuously looking for opportunities to share learnings and increase overall efficiency, but lacked data to support any changes to either Specification teams.

After interviewing multiple SMEs and gathering various metrics, a FMEA identified and mitigated possible risks, and a pugh matrix summarized the best proposal. The final proposal weighted metrics by data-strength and GM-importance, and suggested Warren Analysts should split previous DRE data file release and audit responsibilities. This proposal estimated approximately 1450 working hour savings per transitioned Analyst, and at least a 50% increase in first-time release quality. Both Warren and Milford leadership agreed with the findings, and supported a pilot for Chassis Control Modules.

E-Motion Supply is the on-line shopping website of company E-Motion America, Inc.

On-line shopping is popular among customers in many areas. As a company supplying numerous kinds of servomotors, we decided to develop a selection system for customers to find the product they need to buy. After developing on-line selection system, the software selection system will then be developed.

Software can be installed on windows desktops as computer application and could operate without Internet. And through this system, customers can get the requirements of the product they should choose.

Also, through the software system, customers could get the results in a form of report and let it print out. Customers could choose a different application and use the input of actual working conditions, to get the results of required features of the motor application.

The software system is designed as a product which will be sold on the website. Fees will be charged when customers need to download the setup application.

Model-Based Failure Mode Avoidance is a state-of-the-art approach to the traditional document-based approach to Failure Mode Avoidance. It follows the Model-Based Systems Engineering methodology and uses the MagicDraw software and the Systems Modeling Language to improve the efficiency, traceability, and consistency of Failure Mode Avoidance analyses.

This ISD 503 project trialed the Model-Based Failure Mode Avoidance profile and plugin and provided over 70 comments and improvement points to the developers of the Model-Based Failure Mode Avoidance profile and plugin. In addition, a Boundary Diagram, Interface Analysis, Parameter Diagram, Robustness Checklist, and Failure Modes & Effects Analysis for the Power Take Off technology was completed using this model-based approach. Finally, it was determined that the Model-Based Failure Mode Avoidance approach could lead to a 25% efficiency improvement over the traditional, document-based Failure Mode Avoidance approach, and is estimated to potentially save Ford Motor Company over $5,000,000 annually if the Model-Based Failure Mode Avoidance approach is adopted and implemented globally across the Ford engineering community.

In 2010, the United States Navy changed a century old policy and allowed women to serve in the submarine force for the first time since its inception in 1900. 22 female officers per year were accepted into the program and 12 ships (19 crews) were integrated with females. In 2018, the submarine force approved a plan to expand the number of female officers in each year group to 60 due to more female midshipmen and officer candidates applying than available quotas. In order to develop an updated integration plan to account for these additional officers, I reviewed several aspects of personnel management including existing policy and guidance, officer performance as it relates to milestone and promotion selection rates, officer retention rates based on sex and warfare community, sociological factors which affect retention rates, and the berthing and habitability configurations of different classes of submarines.

From this study, I developed a model to predict female retention rates over the submarine career path to be used by the community managers, as well as a submarine crew integration plan to be implemented by the community managers and the assignments bureau. I also identified several revisions to the existing policy which will assist in overall integration. The retention model and the integration plan indicated that the submarine force will exceed at-sea berthing capacity for female officers in the next three years, if more ships are not integrated. The Nuclear Officer Program Manager (PERS-42/N133) will be presenting an updated plan based on my findings, inputs from the Submarine Officer Community Management Office and the Women in Submarines Coordinator to the leaders of the Submarine Force in fall 2019 and I expect a new plan will be approved and enacted for FY20.