The Science And Art Of Buggy: A Case Study Of Engineering Innovation

2008 Carnegie Mellon University Homecoming October 24, 2008

Matthew L Wagner, Ph.D.Senior Program Development ManagerBreakthrough InnovationPraxair R&D

“All I’ve needed to know about new product development, I learned doing buggy”

Introduction

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

Who Am I?

New Product Development (NPD) Praxair R&D since

1992 Individual

contributor, manager, innovation champion

What is Buggy?

Engineering Innovation

Engineering Innovation: Defined

Practical application of

scientific knowledge

The act of introducing

something new to the

world

EngineeringEngineering InnovationInnovation

=+Invention

Engineering Innovation: Praxair

=+

$

t

$

t

Engineering Innovation: Buggy

=+

Buggy and NPD are both examples of Engineering Innovation

Activity Theory

ACTACT

ACTACT

AC

TA

CT

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

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

Buggy: Task

Primary Engineering Challenge

55 seconds down hill Rigid Low rolling resistance

wheels Aerodynamic Stable through Chute

75 seconds pushing Light Stable pushing

platform

A Light and Rigid Buggy

Structure Space frame Tube (monocoque)

Flat pan

Materials Aluminum Composites

“How do you get her in there?”

Creativity and collaboration

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.”

External relationships

Proprietary knowledge

Buggy: Organization

Organization: Creating a Team Racing teams

Driver Five pushers

Support personnel Flaggers Timers Mechanics Chairs

Must recruit talented people and motivate them

Organization: Decision Making

Leadership must set direction, allocate resources, and align organization

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

All anyone needs to know about new product development, they can learn doing buggy

Conclusion

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