Integrated System Design Project 4 The Cougar - Feasibility Studys3images.coroflot.com/user_files/individual_files/311809... · 2011. 5. 16. · The Cougar - Feasibility Study Prof

Cougar

LEWIS HO M.eng 4

Integrated System Design Project 4The Cougar - Feasibility Study

Prof Ross WilsonProf David HutchingsDr Graham GreenCalum Cossar

Amal Kakaiya 0700955Assamawal Al-Hinai 0705137Emilie Hagen 1004502Lewis Ho 0706665Mark Wilson 0702484Scott Johnstone 0702518Shona Davidson 0706288

Abstract This is feasibility for an Electric Personal Vehicle (EPV) known as The Cougar. The Cougar is an

Electric Utility Vehicle (EUV) targeted towards the agriculture industry in Scotland with the potential

to expand across the UK.

All aspects of design are considered:

Technical issues across a range of engineering disciplines

Non-technical issues such as legal, safety and environmental implications

Financial aspects

The Cougar has a number of unique selling points which enables it to distinguish itself within the

market. Its modular design provides a number of advantages in terms of maintenance,

customisation and the potential for an increased product range in the future.

As the world becomes increasingly eco aware, it is essential that the environmental impact of The

Cougar is kept to a minimum. The team have addressed the environmental consequences of the

potentially hazardous batteries and found this aspect of the design to be viable.

It was concluded that The Cougar has a place in the EUV market as it can compete both technically

and financially with its competitors. The investment required to launch The Cougar is predicted to be

returned after four years following project approval making the project not only a feasible but a

successful investment.

Contents 1.0 Executive Summary ........................................................................................................................... 1

2.0 Technical ........................................................................................................................................... 3

2.1 Chassis ........................................................................................................................................... 3

2.2 Nuts and Bolts ............................................................................................................................... 3

2.3 Suspension .................................................................................................................................... 4

2.4 Brake System ................................................................................................................................. 4

2.5 Body panels ................................................................................................................................... 5

2.6 Storage .......................................................................................................................................... 5

2.7 Hub Motors ................................................................................................................................... 5

2.8 Motor System ................................................................................................................................ 6

2.9 Electronic Systems ........................................................................................................................ 8

2.9.1 Battery Controller .................................................................................................................. 8

2.9.2 Motor Control Unit and Wheel Speed Sensor ....................................................................... 9

2.9.3 Dashboard .............................................................................................................................. 9

2.9.4 Protection of electronic systems ........................................................................................... 9

2.8 Prototyping ................................................................................................................................... 9

2.9 Testing ......................................................................................................................................... 10

2.10 Finite Element Analysis ............................................................................................................. 10

2.11 Stability and Handling ............................................................................................................... 10

2.12 Battery....................................................................................................................................... 11

2.12.1 Design Criteria .................................................................................................................... 11

2.12.2 Battery Pack Selection ....................................................................................................... 12

2.12.3 Battery Performance .......................................................................................................... 13

2.13 Environmental Concerns ........................................................................................................... 14

3.0 Non Technical .................................................................................................................................. 15

3.1 Recycling Regulations.................................................................................................................. 15

3.1.1 Waste Electrical and Electronic Equipment (WEEE) Regulations ........................................ 15

3.1.2 End of Life Vehicle Regulations ............................................................................................ 15

3.1.3 The Battery Directive ........................................................................................................... 15

3.2 Health and Safety ........................................................................................................................ 16

3.2.1 Health and Safety Introduction ............................................................................................ 16

3.2.2 Stability Risk Assessment ..................................................................................................... 16

3.2.3 Battery risk assessment ....................................................................................................... 16

3.2.4 Safety Systems ..................................................................................................................... 17

3.3 Legal Requirements .................................................................................................................... 17

3.3.1 Seating and driving panel ..................................................................................................... 17

3.3.2 Steering wheel construction ................................................................................................ 18

3.3.3 Body panels, inner trim, and hazardous edges .................................................................... 18

3.3.4 Seat belts .............................................................................................................................. 19

3.3.5 Lights and visibility ............................................................................................................... 19

3.4 Market Environment ................................................................................................................... 20

3.5 Competition ................................................................................................................................ 20

3.5.1 Direct Competitors ............................................................................................................... 20

3.5.2 Indirect Competitors ............................................................................................................ 21

3.5.3 Future competitors .............................................................................................................. 21

3.5.4 Competitive Analysis Grid .................................................................................................... 21

3.5.5 Competitive Strategy ........................................................................................................... 22

3.6 Marketing and Sales Strategy ..................................................................................................... 22

3.6.1 Marketing Strategy .............................................................................................................. 22

3.6.2 Marketing objectives ........................................................................................................... 23

3.6.3 Market research and questionnaire .................................................................................... 23

3.6.4 Creative Strategy (will be fully developed on approval of proposal)................................... 23

3.6.5 Media strategy ..................................................................................................................... 23

3.6.6 Budget proposal ................................................................................................................... 24

2.6.7 Sales Strategy ....................................................................................................................... 25

3.7 Procurement and Operating Requirements ............................................................................... 25

3.7.1 Product Sourcing & Transportation Costs ............................................................................ 25

3.7.2 Physical location of business ................................................................................................ 25

3.7.3 Plant and Equipment Requirements .................................................................................... 26

3.7.4 Production Plan .................................................................................................................... 26

3.7.5 Production Strategy ............................................................................................................. 27

3.7.6 Production Facilities ............................................................................................................. 27

3.7.7 Production Schedules .......................................................................................................... 27

3.7.8 Production Volume .............................................................................................................. 27

3.7.9 Changes in Inputs and Costs ................................................................................................ 27

3.7.10 Maintenance ...................................................................................................................... 27

3.8 Management and Personnel Requirements ............................................................................... 28

4.0 Financial Projections ....................................................................................................................... 28

4.1 Investment to date ...................................................................................................................... 28

4.2 Income Projections ..................................................................................................................... 28

4.3 Cash Flow Projections ................................................................................................................. 29

4.4 Capital Requirements & Strategy ................................................................................................ 30

4.5 Break-Even Analysis .................................................................................................................... 31

5.0 Five Year Plan .................................................................................................................................. 32

6.0 Final Findings and Recommendations ............................................................................................ 33

7.0 Appendices ...................................................................................................................................... 35

8.0 Bibliography .................................................................................................................................... 60

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1.0 Executive Summary

The Cougar is an electric utility vehicle (EUV) that will revolutionise the market. Its modular design

incorporates many important and emerging aspects of new vehicle design to deliver a new and

exciting experience for prospective owners.

Inspiration for The Cougar is drawn from many fields of engineering, from the fast paced, precision

designed motor sport industry, to the robust and demanding features of off road dune buggies.

Initial findings and calculations prove that The Cougar is a viable and worthy financial investment.

The Cougar contains unique technical aspects compared to others in the market. By designing a

modular chassis, there are benefits for both the end user and the business. This design is highly

adaptable, and can be customised for new markets to meet more demanding and discerning clients.

As an example, it could be easily adapted for military use by modifying one module, without

redesigning the remainder of the vehicle.

The Cougar competes on a technical and financial level against its competitors. Its power system is a

key feature, which gives The Cougar great handling characteristics, high performance, and a very

competitive range. Breaking tradition from single motor drive, The Cougar harnesses the use of a

motor-per-wheel system. This lightweight and efficient solution has many benefits: namely

modularity, regenerative braking, creation of extra space in the vehicle and establishing a lower

centre of gravity. The vehicles LiFePO4 batteries are light, powerful, safe and have a long life cycle.

The Cougar’s main competitors are all well-established companies in the vehicle industry and it will

be a challenge to compete with them due to their experience and reputation. The design has met

and exceeded competitors’ specifications in terms of speed, range, weight and price. In addition,

with the unique concept of modularity, The Cougar will be a very competitive alternative to current

market options.

Environmental concerns are of great importance in The Cougars design. Since it is designed from the

outset to be an electric vehicle, as opposed to an electric adaptation, there are features which

ensure that The Cougar is an environmentally responsible vehicle. For example, with regards to the

batteries, the lithium is 100% recyclable, and more recycling plants are a huge current project for

global economies.

The Cougar has a huge emphasis on safety, so in order for the project to be successful, it is

imperative that relevant safety issues are addressed and risks minimised, during the early design

stage. In addition, it includes electronic systems to keep the driver safe and prolong vehicle &

battery life. A full risk assessment has been completed to make the Cougar as safe as it can possibly

be. The Cougar will be a road legal vehicle in the UK. As such, it has been designed in consideration

with all the rules and regulations that are required for a road vehicle. Various safety aspects have

been addressed such as crash testing and NCAP (New Car Assessment Program) which are required

in order for The Cougar to be sold as a road legal vehicle. In moving to markets abroad, the current

design will require little adaptation to meet the needs of foreign road vehicle legislation.

The marketing strategy is designed to target six key audiences. To capture these audiences a range

of specific media vehicles for optimum reach and coverage will be utilised. The budget allows for

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£400,000 in year one and £400,000 in year two to target these audiences. The budget can then be

increased further based on the success of The Cougar and the introduction of The Cougar to new

regions.

Manufacture of The Cougar is based in the United Kingdom, and will require the assistance of local

businesses and people, therefore components will be sourced predominantly from the UK to reduce

delivery costs, lead times and benefit local economies. Manufacturing will initially be completely

outsourced to reduce initial capital outlay. Over time, manufacture will be brought in house over

two phases, which are discussed in detail in the report.

Based upon projected sales figures and cash flow projections, financial forecasting for five years

following project approval is very positive. The amount of capital required for project launch was

£2,500,000. This is in fact slightly more than the projected costs, however it takes into account

unforeseen risks in the form of contingency money. The project breaks even in terms in revenue

after just three and a half years, which is when 2230 units are sold.

Assuming a constant interest rate of 5.0% over the five years, the total capital owed increases to

around £3,200,000. However, from projections there will be post-tax profits of £3,250,000 by the

end of year four which increases to over ten million pounds by the end of year five. These promising

figures clearly show the financial viability of this project, with investors receiving a return on

investment after a relatively short period of time – four years. In addition a sensitivity analysis has

also been conducted to address the impact of changing interest rates on project profitability.

Following project approval a five year plan has been constructed which outlines how production and

development of The Cougar will progress – see Appendix 1. The changes in marketing and

manufacture are seen throughout the course of the project. Importantly it can be seen that bringing

manufacture in house, Phase 1, is achievable by year five. Other important project milestones are

shown such as break-even point and when the investment is repayable.

Overall, The Cougar fills a gap in the market and provides a sound financial opportunity that would

promise a good return on initial investment. It takes into consideration current environmental

concerns, and provides a solid base model from which future iterations can be developed and sold

globally. The key features of The Cougar - including modularity, direct to wheel drive and road

legality - are the cornerstones of a first class new product that makes sense in today’s world and will

change the electric utility vehicle market for the better.

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2.0 Technical The Cougar is designed to function as a utility vehicle which gives rise to inherent design

considerations and safety implications. It is fundamental that the design is technically sound and the

vehicle can operate competently in the environment it is designed for. In this section the important

technical features of The Cougar have been raised which outline the suitability of the vehicle for its

purpose.

2.1 Chassis The overall chassis will be made of welded tubular steel, with a design that is comparable to a dune

buggy chassis frame. The reason behind this decision is that dune buggies are designed to withstand

extreme rough terrain. This gives a tried and trusted design which can be altered to fit our

application.

The space frame is designed to be as simple as possible without reducing any structural rigidity.

Simplifying the chassis space frame would reduce manufacturing costs as it would reduce the

amount of welding required. This is because welding is a skilled and relatively slow process when

done manually. The reduction of material used would allow savings to be made in terms of weight as

there is a target weight of 400kg to aim for.

The chassis is split into what is deemed as 3 key sections: the front, rear and central driver’s cell. The

front and rear modules will contain individual drive system and also contain independent suspension

systems. Having individual drive systems for each module means that the problem of having to

connect a prop and drive shaft to each individual motor is eliminated.

Due to use of heavy and large batteries, these will be situated within the central driver’s cell;

otherwise the weight distribution of the vehicle would be unbalanced. The driver’s cell is designed

with roll bars as it is the most crucial module of the vehicle. High structural rigidity is needed as it is

the central connecting point for the other modules. The central module would therefore house all

the necessary electronic control systems for the vehicle.

Initially the design specification detailed an easy disconnection method for each module. Due to the

lack of available and suitable reliable mechanisms for this application, a nut and bolt method of

connection between the individual modules was selected. The reason behind this decision is that

further research would require additional resources and any development needed to create such

mechanism would entail additional capital.

The chassis has been selected and designed in order to be structurally competent, cater for the

concept of modularity in its design and its safety characteristics. Diagrams and plans of the chassis

can be seen in Appendix 2-6.

2.2 Nuts and Bolts The chassis is designed to be modular with easy assembly and disassembly. The release mechanism

selected has been chosen as it is easy, fast, and durable to large amounts of vertical and lateral

forces. High strength nuts and bolts have been selected as they fulfil these requirements. The system

of holding the chassis together using nuts and bolts is also used in the motorsport industry as it is

very effective in simplifying assembly and being very durable to high stresses. Additional benefits

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include the reduction of weight which is beneficial for The Cougar as all weight saved will help

achieve better battery range.

The type of nuts and bolts chosen1 are high carbon quenched and tempered stainless steel. These

types prove to withstand forces of up to and exceeding 100,000 Psi. Since we will use four

connecting bolts per two connecting modules, these bolts together could withstand forces

exceeding 400,000 Psi. Finite element analysis will be used to check through computer simulation

whether this system would withstand the forces or not, this will also mean that we could add

anymore bolt locations needed if this shows we need to.

The bolts will be locked using nylon locking nuts as the vehicle will go through rough terrains and

vibrate continually it is important that nothing vibrates violently causing noises or even situations

when the nut and bolt unscrews and falls off. Legislations require some sort of locking nuts in critical

locations in the vehicle.

2.3 Suspension A double wish bone suspension system – see Appendix 7 – was chosen because it was more suited

to the terrain this vehicle would encounter. This suspension system increases overall traction on

rough terrain by maintaining parallel contact with the surface it travels on.

The suspension system will be sourced from an external supplier. It has been chosen not to

manufacture these due to the high initial capital costs required for manufacture. Parts have been

sourced from motor sport part suppliers and optimise similar design features. The reason for this

decision is that they are manufactured to be highly adaptable and customizable for different

applications, resulting in being highly suitable for The Cougar.

2.4 Brake System Hydraulic actuated breaks are chosen since they are the very simple to design a system for. They are

easy to install, cheap and very reliable in tough conditions. Steel brake discs are the most common

in other competitor vehicles, and fairly condition proof and would easily accept different types of

brake pads without risking rust or reacting. Therefore as an off-road vehicle grip from the brakes is

very important and with conditions being from wet and muddy to hot and sandy steel brakes would

accommodate all types of pads and would therefore decrease costs and service life would be

extended to better the overall quality of the buggy.

Ease of installation, disassembly, and maintenance is a priority in out modular design where

hydraulic brakes are known to be reliable, strong, and simple. Brake pedals are directly linked to a

master cylinder and from there via simple brake lines filled with brake fluid to the brake callipers.

This system is also used in modern bicycles as they have proven to be reliably strong and simple.

The hub motors easily accommodate this type of braking system without compromising

performance. The motor is designed to work around the discs even when the suspension system is

absorbing road conditions and when the tires are steered and operated.

1 Bolt depot, (2010)

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2.5 Body panels In order to keep start-up costs to a minimum the vehicle body panels will be made by a process

called contact moulding (wet laminating). The process consists of applying layers of fibreglass into a

single sided mould with resin. Contact moulding requires lower tooling costs than other methods of

manufacture. It does not need expensive specialised equipment such as autoclaves, ovens or

freezers as the parts can be cured in ambient temperatures. Even though it is a manual method of

manufacture it is still able to provide complex forms. The volume of production should also suit this

type of manufacturing process, even though it is seen as a low volume production method it can

easily be increased through automation of its sub processes.

Dzus fasteners (quarter turn fastener) – see Appendix 8 – will be used to attach the body panels to

the space frame. These fasteners are commonly used to secure panels to structures, especially in

motorsport. Dzus fasteners require constant torque to unfasten otherwise it would return to its

locked state. This is an advantage over conventional nuts and bolts, as once they are loose they

would continue to loosen until detached.

These fasteners are designed to allow quick interchanging of parts which lends itself to our modular

design. This allows the user to remove body panels before detaching individual modules and gives

the opportunity to purchase and install new body panels with ease. To attach the body panels, tabs

will have to be welded to the space frame to accept Dzus inserts. At some areas the body panels will

not be able to reach the space frame; therefore an armature would need to be made to create

pickup points for the body panels to attach to.

2.6 Storage As a working utility vehicle storage is a very important factor especially within the agricultural

market. Therefore The Cougar has been designed to maximize storage volume within the vehicle.

Along with having hub motors which are situated out with the chassis, the suspension pickup points

have been located to the extremities of the chassis instead of a conventional centralized position

within the chassis which maximise storage space – see Appendix 9.

The effect of moving the pickup points to a wider position has an impact with the overall width of

the cougar. The increased width has meant that the vehicle is wider than its competitors but still

within average width of vehicles in the UK. The slight compromise in width has benefitted the overall

handling and storage capacity, which is a compromise the team thought worthwhile. As a result of

the following design decision The Cougar will have both front and rear storage compartments,

where as our competitors only have a rear storage compartment.

In addition to having extra storage space a tow-bar will also be fitted as this is commonly required by

agricultural workers on a daily basis.

2.7 Hub Motors The motors are of drastic importance as it is this component which gives The Cougar movement. A

unique approach has been adopted in the motor choice for the vehicle with hub motors being

selected over a conventional single electric motor. Each wheel will have its own motor which

reduces the requirement for some large components such as a drive shaft and the need for a

differential to transmit torque, thus providing the benefits listed below. This decision also endorses

the design philosophy of modularity throughout the vehicle.

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Less power loss from transmission because of less friction

No need for gear box

No need for axles and drive shafts as the output from the hub motor is directly attached to

the wheel

Due to the direct drive nature of hub motors they are energy efficient. It is well known that internal

combustion engines have a poor average efficiency, around 20%. In addition, the driving of the

intermediaries, between the power source and the output shaft take up around 10% of the output

energy. Both these problems are solved by direct to wheel drive. Since electric motors have up to

95% efficiency, and since they are attached directly to the output shaft, there is no loss of power to

the wheels.

They also increase the handling performance of the Utility Vehicle (UTV) as it would have a lower

centre of gravity than that of a regular motor situated higher within the vehicles chassis.

Hub motors also facilitate computer controlled vehicle dynamics to increase performance. Normally

the introduction of such features is extremely expensive as it requires additional mechanical parts to

be specifically designed. Whereas the Drive-By-Wire nature of hub motors allows for easier

implementation, as it is a software addition. Examples of computerised vehicle dynamics available to

the all terrain vehicle (ATV) are:

Brake steering - increase handling

Software differential – instead of using a mechanical one

Active brake bias – for increasing vehicle stability under braking

We would then be able to pass improvements/features to our customers at a reduced price

compared to our competitors. In addition these motors are housed in a custom waterproof casing,

to allow attachment of the wheel and weatherproof the motor.

2.8 Motor System Traditional drive train systems include a single source of power, normally an internal combustion

engine or electric motor, followed by transmission and final drive, before reaching the wheels. The

Cougar breaks with this tradition by making use of a direct drive, motor per wheel system. This

compliments the modular design and frees up a vast amount of space within the vehicle which

would normally be occupied by more conventional components. The Cougar makes use of four

independent motors, each mounted in a wheel. This has several advantages over customary

methods.

One of The Cougars unique selling points is modularity. The direct to wheel drive compliments this

well, as each wheel-motor combination can easily be detached or replaced.

To maximise the advantages of this system, a suitable motor needs to be selected from the many

different kinds of motors currently available on the market. Table 1 summarises the current motor

technologies.

From this, the most appropriate choice would be a 3 phase induction motor. However, since this

requires 3 phase power, and the power source available is DC, a smaller DC component is required.

The most suitable choice for this is the DC pancake motor. Provided it is a powerful and small

7

enough device, this could meet the needs of The Cougar well. The motor of choice is a 3kW

permanent magnet DC brushless pancake motor, sourced in the UK.

Type Advantages Disadvantages Applications Driver

DC brushed Simple costly regular

maintenance,

Treadmills, Steel

Mills

DC or PWM

DC brushless long lifespan

high efficiency

high initial cost

requires controller

hard drives, EVs,

Disc Drives

DC

Pancake DC Compact, simple Medium Cost Fans/pumps, small

vehicles

DC or PWM

AC induction High power

High start torque

high power

consumption

Appliances, Power

Tools

AC - single phase

3 phase induction High efficiency,

high power, long

life

Difficult speed

control

Pumps,

Compressors

poly-phase AC

Stepper DC Precision

positioning, high

holding torque

Output speeds

defined by motor.

Positioning

components,

production lines.

DC

Table 1: Motor type comparisons

Motor No Load Current A

Torque Constant

Nm/A

Speed Constant Rpm/V

Armature Resistance

DC mΩ

Peak Power

kW

Peak Efficiency

%

Peak Current A

Rated Power

kW

Rated Speed Rpm

Rated Voltage

V

Rated Current

A

Rated Torque

Nm

95 6 0.0631 138 480 3 82 100 2.27 4968 36 75 4.35

95S 6 0.0631 138 480 4 87 100 3.02 6624 48 75 4.35

Table 2: Motor choice 95S

Table 2 shows the specification for our motor of choice (95s). The team had meetings with an

external consultant REF to verify that this motor would be suitable for use in The Cougar. The results

of these meetings were positive and the motors were approved for use. They would be used with a

36V input configuration, the output characteristics of the motor are shown in the graph below, as

provided by the manufacturer.

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From Graph 1 it can be seen that the efficiency of the motor increases with speed, and the motor

requires less current to keep a stable speed as the speed increases, this means that the most power

consuming usage is moving off from rest.

Graph 1: Motor efficiency against RPM, torque and current

2.9 Electronic Systems The Cougar EUV will include a host of electronic systems on board to co-ordinate power and provide

an interface for the rider to interact with. Individual control systems will work independently, whilst

reporting to a central co-ordinating system through a Control Area Network Bus (CAN BUS). The

following electronic systems will have to be designed and this has been in accounted for the

prototyping section of the cash flow projections – see Appendix 10.

The vehicles electronics and electrical systems comprise of the following components:

Battery Controller (charging control and charge monitoring)

Motor Controller (speed and regulation)

Wheel speed sensors (closed loop feedback to motor controller)

Safety system

Dashboard system

Peripheral control system (lights, indicators etc.)

2.9.1 Battery Controller

The main purpose of this system is to manage the battery effectively, ensuring it is not over-loaded

or under-loaded. It also manages the battery to maximise the long term life by monitoring

temperature and cooling it when necessary, to keep the battery in the best condition possible.

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Since The Cougar has multiple batteries, the controller can select between packs on the move to

optimise range. As the battery packs themselves can provide output data regarding battery status, a

simple electronic system could interpret and use this data to implement this system.

2.9.2 Motor Control Unit and Wheel Speed Sensor

Normally a vehicle would have a mechanical differential to vary the speed of which the wheels spin

when turning. During a turning manoeuvre the outer wheels would turn more than that of the

inside. Therefore by using hub motors the behaviour of a differential would need to be programmed

into the control unit (software differential). In this case less power would need to be sent to the

inner motors than that of those on the outside.

To implement this, a motor control system along with the wheel speed sensor system provides a

closed loop feedback based system to control the wheel speeds of the vehicle. In addition, this

system will include functionality to transmit power to the wheel that requires it most. An on-board

custom software system will manage this. The user has the option to turn it off and keep power to

each wheel the same, which is useful for hill climbing and hill descent.

2.9.3 Dashboard

The dashboard system should communicate to the driver all important information that they require

at the time of driving. Including current speed, current range, and battery capacity and warning

lights. This system will be driven from information from the CAN BUS.

2.9.4 Protection of electronic systems

Due to the electrical nature of the product, the electronic systems require protection from external

environmental factors. One of the main concerns is preventing moisture/precipitation from

penetrating the electrical components. To remedy this problem the electrical control units will be

housed within electronic enclosures bought from an external manufacturer and customised to fit our

purpose.

The vehicle will be subjected to large amounts of vibration. Therefore damping will be added to

electronic enclosures which house sensitive systems - control unit. Electronics inherently get hot

with use therefore cooling will be added to the electronic enclosures, this would be achieved

through retrofitting a heat sink, further cooling could be also be achieve by retrofitting a fan assisted

heat sink.

2.8 Prototyping Three different types of prototype models will be created within the design stage of the vehicle in

the following order:

Visual Prototype – not to scale to save costs

A non-functional prototype made to simulate the aesthetics of the final vehicle design. This

prototype will be made first. The reason behind this decision is that it will be used within market

research and promotion. Having a visual aid will also help to encourage investors during the design

stage of the vehicle.

Proof of Principle Prototype – not to scale to save costs

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A proof of principle prototype will be made to prove the operational characteristics of the

mechanical and electronic systems, thus the looks of it will not resemble that of the final. This

prototype will be crucial in determining any hidden issues that is unnoticed during the design stage.

Any errors made within this can be rectified before the final model is made.

Functional Prototype

This prototype will be a full size working prototype containing both internal systems and external

aesthetic components and is the absolute last chance for identifying flaws in the design. The

specifications from this model are then passed onto production. This model will also be used for

promotional material for the launch of the vehicle as well as for testing.

2.9 Testing The vehicle will initially be tested in-house to ensure that all systems work. Once the vehicle is

approved to be safe it will be tested within controlled external environments before passed onto an

external testing facility. This will allow any safety concerns to be highlighted and corrected before

passing onto potential customers for testing.

These tests will measure the performance of the vehicle in comparison to competitors and also

allow changes to the driving dynamics of the vehicle. Such tests will be conducted in large open

fields which are comparable to future working conditions. Areas of interest:

The applied protection to electronic systems is sufficient

Ensure that the vehicle can operate within different weather conditions

Vehicle handling

Reinforcement of loose parts

Due to rough terrain the tests could reveal areas where damping is needed

Correlate the calculated performance figures with actual

2.10 Finite Element Analysis The design of the chasses was inspired by a dune buggy space frame therefore there is confidence in

the design however finite element analysis is recommended as an assurance. This would be

completed in the detailed design stage. The finite element analysis would provide written

documentation from an external source proving that our chassis is capable of withstanding

operational forces. Crucial areas such as the connection points between each module, pick up points

for the suspension system will have to be looked at in detail. These points are constant load bearing

areas with high cyclic stress loads thus a high factor of safety is needed.

2.11 Stability and Handling Stability of a vehicle is related to the effects of load transfer within the vehicle during acceleration

and change in centre of mass in relation to wheels due to suspension changes, deformation of tyres

and movement of internal components.

To increase the stability of The Cougar the centre of gravity (COG) has been kept as low as possible.

The use of hub motors drastically decreases the COG of the vehicle as the weight is positioned level

with the hub of the wheel in line with the axle and below the chassis. Unlike conventional UTV's, the

motor/engine is situated within the chassis frame. Due to the low positioning of vehicle components

the resulting low centre of mass will decrease the amount of load transfer during dynamic loading,

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thus decreasing body roll and increases handling response of The Cougar. Furthermore, the naturally

low COG allows an increase to the ground clearance of The Cougar without compromising handling.

Higher ground clearance gives more confidence to the driver as the fear of damaging the underside

of the vehicle is reduced.

To cope with added payload from increased storage capacity at the rear and front module, the

wheelbase of the vehicle has been elongated for stability as it has a direct effect on longitudinal

weight transfer when accelerating and decelerating. The track width of the cougar has also been

increased from creating additional storage capacity. This action also addresses body roll by reducing

the effect of lateral forces on the vehicle when cornering.

Increasing both track and wheelbase length has increased the stability of the vehicle but at the cost

of vehicle response. A larger track and wheelbase length increases the yaw moment of inertia which

effects how quickly the vehicle is able to rotate through a corner. However, this setup characteristic

is unavoidable due to the large uneven terrain the cougar will travel on, stability takes priority.

Assuming that the Cougar is travelling on large open land and does not need to conduct any fast

tight turns, the chosen setup of the Cougar is confirmed by OptimumG2 a vehicle dynamics

consultancy:

Type of situation Best configuration Comments

Fast/Large radius sweepers Long Wheelbase Wide Track

Stable platform Less weight transfer

Tight hairpins, Chicanes or

Slaloms

Small wheelbase Track as large as possible (rules, circuit etc.)

Unstable platform Good transient response

Circuits with very long straights Long wheelbase Added stability for aerodynamic and road disturbances at high speed. Increased braking performance

Table 3: Wheelbase configuration conditions

2.12 Battery

2.12.1 Design Criteria

The battery is a crucial component in the design of the Cougar. The battery will define the range and

will also dramatically affect the overall weight, cost, safety properties and environmental impact of

the EUV. With this in mind, the five primary design requirements are:

High power to weight ratio

Environmentally friendly

Affordable

Safe and reliable

Long life

The two most appropriate types of battery for an application like the Cougar are lead-acid and

lithium-ion batteries.

2 OptimumG.com, (2011)

12

Characteristic Lithium Ion Lead Acid

Energy Density Life Cycle Safety and Reliability Recyclability Affordability Table 4: Lithium ion vs lead acid batteries

Obtaining a high power to weight ratio is the main design requirement of the battery. If this ratio

were low, the subsequent range would be unable to compete with similar products on the market. A

Lithium iron phosphate (LiFePO4) battery has been selected as it has 3 times more specific energy

than lead acid battery systems3 as well as its impressive safety properties and long life.

2.12.2 Battery Pack Selection4

The battery requirements are determined by the specification of the motors. The Cougar will have 4

hub motors in parallel and will require a total of 12kW, 36V, 400A peak to power it. The Cougar will

carry two battery packs on board, using only one at any given time. Each pack consists of 24

individual cells. The cell is known as the RFE – F100 and the manufacturer provided the following

specification:

Nominal Voltage – 3.2 V

Nominal Capacity – 100Ah

Life Cycle > 1200 cycles

Maximum Continuous Current – 200A

Weight – 3.8kg

These cells are arranged in a 12(series) x2(parallel) configuration as shown in Figure 1 below:

Figure 1: Battery Pack Schematic

This battery pack is known as the RFE – 12F200 and comes with a protective outer casing and a

battery management system (BMS). This RFE – 12F200 has the following specification:

Nominal Voltage – 38.4V

Nominal Capacity – 200Ah

Maximum Continuous Current – 400A

Total weight – 100kg

Dimensions – 300*380*870mm

3 Taskeshi et al, (1997)

4 http://en.realforce.com.cn, (2011)

13

Since the 4 hub motors are to be arranged in parallel, each motor will be provided with 3.6kW, 36V

and 100A which perfectly match the peak ratings of the Cougar’s hub motors.

Figure 2: Battery and Motor Schematic

The switches in Figure 2 represent the BMS’ which, amongst other things, will sense the energy

levels of each battery and allow a smooth transition between packs when required.

2.12.3 Battery Performance

Range

The range of the Cougar has been calculated using a vehicle weight of 446kg – see bill of materials

Appendix 11 – with a driver weighing 70kg and the LiFePO4 batteries discussed above. Taking into

consideration rolling resistance and drag it has been calculated that the Cougar’s range on flat grass,

cruising at 35kph will be in excess of 79km. This range competes with the Cougar’s main competitors

and is equivalent to a journey from Glasgow to Edinburgh on a single charge.

The possibility of regenerative braking has also been addressed. This involves converting the kinetic

energy back into electrical energy to charge the battery. This is has been considered and would be

looked at in greater detail should the project be approved. Detailed calculations of the range and

regenerative braking can be found in Appendix 12, 13.

The equations used to calculate the range have been entered into an Excel spreadsheet which

means variables such as weight, the battery specification, cruising speed, tail/head wind etc can be

edited during detailed design, and the corresponding range can be found at the touch of a button.

Charge Cost

Another important aspect of the battery performance is the cost of a charge. Assuming a cost of

£0.10 per kWh of electricity, the Cougar will cost £1.44 to charge fully which is equivalent to

1.8p/km. In comparison, a petrol utility vehicle (Yamaha Rhino) was calculated to cost 15.0p/km.

This heavily emphasises the benefits of choosing an EUV over a petrol alternative, as it is almost ten

times cheaper to run. Detailed calculations of the cost per charge can be found in Appendix 14.

14

2.13 Environmental Concerns As with all engineering design there is a degree of compromise and in this case, the LiPO4 battery

brings financial and environmental challenges. These difficulties will now be discussed and justified.

Lithium-ion technology is significantly less mature than lead-acid and as a result is more expensive to

buy and recycle. Lithium is in fact 100% recyclable. The issue is that no money is saved in recycling

lithium-ion batteries. The lithium obtained from the recycling process is as much as five times the

cost of lithium from the direct sources.

The technology for recycling Lithium-ion batteries exists. In October 2003, AEA Technology launched

a £2 million research and development facility for Li-ion battery recycling in Sutherland. All types of

lithium-ion batteries can be treated through a series of separation technologies where the focus is to

maximise the recovery of cobalt and metals such as copper from the battery.5 The global recycling

company RECUPYL has become a trusted partner in battery collection and recycling. Their patented

hydrometallurgical recycling process has few emissions to the atmosphere, is sustainable in a

number of ways and processes batteries into valuable secondary raw materials like cobalt and

lithium.6

The lithium-ion battery can itself also be reused. Electric vehicle (EV) batteries are ready for their

second life when they can’t provide more than 80% of the original capacity. For example, a battery

that is redundant for a large EV can be disassembled and reused to power an EV with a smaller

capacity.

The European EV market is estimated to sell more than 250,000 vehicles by 2015. 70% of the EVs are

expected to be powered by lithium-ion based batteries. According to Frost & Sullivan’s research

titled Global Electric Vehicles lithium-ion Battery Second Life and Recycling Market Analysis, the EV

lithium-ion battery recycling market is expected to be worth more than $2 billion by 2022, with

more than half a million end-of-life EVs battery packs becoming available for recycling through the

waste stream.7 Recycling of lithium-ion batteries will be an important material supply for battery

production, and it will be one of the main sources of lithium in the future. Recycling of lithium would

also hedge against the uncertain and potential price fluctuations that could impact the price of the

vehicle.

This evidence allows us to assume the interest in EUVs will continue to rise and recycling lithium-ion

batteries will become more feasible both economically and environmentally in the near future. The

selection of a lithium-ion battery to power The Cougar can therefore be justified.

5 Waste Online. Battery recycling information sheet.

6 RECUPYL. Lithium-Ion battery recycling.

7 Frost and Sullivan, (2010)

15

3.0 Non Technical

3.1 Recycling Regulations

3.1.1 Waste Electrical and Electronic Equipment (WEEE) Regulations

The WEEE Directive is European Environmental Legislation covering the disposal of all Electrical and

Electronic Waste. The Cougar will not fall within the scope of the WEEE Regulations because electric

vehicles are not in one of the ten categories in Schedule 1 in the Regulations8.

3.1.2 End of Life Vehicle Regulations

End-of-life vehicles (ELVs) are motor vehicles classified as waste. The ELV Regulations exist to ensure

that new vehicles do not contain harmful substances, that ELVs are recycled in an environmentally

friendly way and that the public can return their ELVs free of charge. Producers (vehicle

manufacturers and importers) are to be responsible for all or most of the costs of the free ELV take-

back and treatment.9

After email correspondence including guidance and advice from The Environment Agency and The

Scottish Environment Protection Agency (SEPA), it is clear that The Cougar will not fall under the

regulations. Even though The Cougar is road legal, its main purpose is not transportation. As the

vehicle would be used on farms for getting across dirt tracks and so on, it does not need to be

covered under the regulations.

This means that no fees will have to be paid at the end of life of the vehicle but it will still be of

interest to ensure The Cougar can be safely recycled at the end of its life.

3.1.3 The Battery Directive

Since the company are placing batteries on the UK market for the first time, they will be seen as a

battery producer as well as distributer and importer. It will be required to register as a producer with

SEPA and the Department for Business Innovation & Skills (BIS). The classification of the batteries

decides if you have to pay for the collection and treatment. Batteries used in electric vehicles, of any

size or weight, are industrial batteries. According to the Waste Batteries and Accumulators

Regulations 2009, producers of industrial batteries need to follow some take back obligations:

“The producer must take back waste industrial batteries free of charge and within a reasonable time

from an end-user of industrial batteries when requested by that end-user during the compliance

period”10

This would entail joining a scheme or paying a specific fee for collection or recycling. However, there

would be an obligation to collect and recycle industrial batteries free of charge if requested by end

users. The recycling itself would not cost the company anything, but the transport to the recycling

plant would be the only expenditure. According to the regulations, we must ensure that the waste

industrial batteries we have collected are taken to and accepted by an approved battery treatment

operator for recycling. As the battery has an expected life of six years the cost of transport for

8 The Environment Agency, (2011)

9 Scottish Environment Protection Agency. End of life vehicles.

10 The National Archives, UK legislation, (2009)

16

collecting and recycling batteries has not been accounted for in the cash flow projections as this is

only for the first five years. It should be made aware to the investors that this cost will start to occur

to the business after six years.

3.2 Health and Safety

3.2.1 Health and Safety Introduction

EUVs such as The Cougar have huge safety implications so in order for the project to be feasible it is

essential that these issues are addressed and minimised during the early design stage.

There is a common misconception that when going off road four wheels are safer than two. The

National Trauma Data Bank has undergone research into the injuries and mortalities incurred when

driving four wheel utility vehicles and found that in the US they are more dangerous than dirt

bikes11. This is reinforced by other figures which show that based on incidents causing injury or

death, utility vehicles are equally as dangerous as motorcycles12.

In order for The Cougar to be successful it is imperative that the risks consumers will face when

driving have been recognised. This can be done by compiling a simple risk assessment for The

Cougar which can be found in Appendix 15.

3.2.2 Stability Risk Assessment

The main risks that face drivers of utility vehicles are the risk of tipping, falling off and the battery

safety. The Cougar has been designed to have as low as centre of gravity as possible which allows

superior handling and stability to its competition. The centre of gravity was calculated to determine

the maximum tilt angle that the vehicle could cope with. By modelling the system as a static problem

i.e. assuming constant velocity in a straight line, the maximum tilt was found to be 59°. A more

detailed dynamic analysis would be required on project approval to investigate how this value may

be affected by cornering or variations in velocity.

The maximum incline that The Cougar can climb was calculated to be 40°. This was determined by

comparing the available power from the battery with the extra power required to cope with

increasing incline. At 40° incline, the vehicle is reduced to 10kph which is equivalent to a fast walking

pace. Since this is substantially less than the tilt angle, The Cougar will be stable at this gradient.

Both angles will be stated in the user manual and if they are adhered to, should eliminate the risk of

tipping. Furthermore, if The Cougar were to tip, a roll cage and harness has been designed to ensure

driver safety. Detailed calculations of both the tilt angle and maximum incline can be found in

Appendix 16.

3.2.3 Battery risk assessment

The battery safety is also a crucial health implication. The manufacturers of the battery insist that

“after series of safety test on over –charge, over-discharge, short circuit, dropping, heating, crushing

and nail penetration, our battery has no explosion or combustion risk, which proves that the safety

11

Crystal Phend, (2010) 12

Rodriguez, (2003)

17

performance of RealForce LiFePO4 batteries completely meets and even exceeds the international

standard”13.

3.2.4 Safety Systems

Safety on board The Cougar is paramount, and as such, there are safety systems on board to make

sure that the vehicle, driver and passenger are safe. Simple safety systems such as harness

dashboard warning lights and an audio notification will make sure the riders have their harnesses on.

In the event of an impact, impact sensors on the CAN BUS detect this and send a message to isolate

the battery to prevent any chance of electric shock from broken or pierced wire shields. This also

protects the battery from further electrical damage.

3.3 Legal Requirements The Cougar is intended to be road legal; therefore all the necessary requirements by the IVA

(Individual Vehicle Approval) from the Department of Transport14 must be fulfilled. Eventually it is

planned for the vehicle to be sold in a variety of regions therefore there will be varying legal

compliances depending on different laws. However following research it is found that requirements

are vastly similar from varying countries and there are only minor differences which must be

overcome therefore designing to British legal requirements is a suitable decision.

3.3.1 Seating and driving panel

Rules and regulations specify that seats should be within certain specifications which include

minimum and maximum seat height.

Figure 3: Seat height requirements and distance regulations

Seats should be mounted on strong plate frames that could be adjustable to comfortably suit

individual driver’s without hindering or making it difficult to steer or brake. The upper limits of the

seats must be higher than the average driver shoulder height and have a slip resistant material for

the driver not to slip. Alternatively, bucket seats could be chosen which hold the driver safely when

cornering and braking.

13

http://en.realforce.com.cn, (2011) 14

Department of Transport, (2010)

18

The driving panel and the steering wheel itself must not include sharp edges or extruded items of

more than 5mm that are in a hazardous position and could cause facial or chest injuries in a frontal

accident.

The accelerator and the brake pedals would be coated with a slip proof material such as rubber

which is corrosion resistant. The brake pedal should withstand sudden forces up to 10,000N and not

twist or break. The pedal box would be manufactured from milled stainless steel rods.

3.3.2 Steering wheel construction

For safety reasons a steering wheel should be in a certain diameter and position adjustable to suit

the individual driver. The steering wheel should not block the sight of the speedometer and the

warning lights if they are positioned behind the steering wheel.

It is vital that the wheel is constructed so as to minimize the risk of facial injuries or concussion. The

rim of the wheel should be padded or at least made from a material which when deformed does not

splinter or fragment. The centre boss should be padded or recessed below the level of the rim.

Figure 4: Three types of shock absorbing steering columns: collapsible shaft, disengaging column and different

angle steering shaft

The centre column shaft will be of a collapsible type comprising a convoluted crushable section or a

series of metal fingers with a deliberate fold introduced to initiate a collapse and these are designed

primarily to allow the steering wheel and column to move away from the driver while absorbing

some of his or her deceleration if the driver were to hit the steering wheel.

3.3.3 Body panels, inner trim, and hazardous edges

It is a requirement that no corners or edges in any area of that vehicle be less than 5mm in diameter

as this could be harmful and dangerous. Where a passenger or a driver could collide with it,

appropriate cloth or jewellery catch must be present to ensure the safety. We would make sure that

during the design and the manufacturing process requirements will be met.

Figure 5: Minimum 5mm radius of curvature requirements

19

3.3.4 Seat belts

Each seat requires a belt and will be fitted with a seat belt of the appropriate type. The seat belt

must have the approval marks or have the equivalent characteristics to that of a belt approved for

this category of vehicle to ensure the belt meets the required standards. Also seat belts will be

attached by an appropriate fixing and be securely fitted.

The lock mechanism must securely lock the belt and be able to be released easily, both in normal

use and when the belt is under load. With the seat belt fastened and the seat unoccupied, retractor

mechanisms must take up the excess of the belt.

3.3.5 Lights and visibility

Figure 6: Angle requirements of each light on a vehicle

Regulations require road legal vehicles to be fitted with specific lights. Head lights are required to be

of specific intensity and should have a reflective coating on the back of the lamps. Lights will be

selected which ensure the required specifications are met. Indicators, rear lights, number plate lights

are all required and will use LED bulbs as these consume a lot less energy under operation than

conventional hot wire bulbs and this will also help maintain battery range.

As legal rules state, lights should be fitted in specific angels to help other drivers to see the vehicle

and its direction intended. It will be ensured The Cougar meets these rules and regulations when

designing and manufacturing. Regulations also specify that all road legal vehicles should be fitted

with wind screen wipers however since we do not have a wind screen wipers will not be necessary.

Similarly, visibility is very important if we intended to pass the IVA tests. As the vehicle is open from

all sides so we will not need to meet regulations regarding what type of glass used in the vehicle and

the chassis design will not obstruct visibility since we are within the legal limits on where the tubular

chassis structure will be constructed.

In conclusion there are many requirements which must be met for a vehicle to be considered road

legal. Although it is increased work to ensure road legal status is granted it is felt necessary due to

the need for agricultural workers to travel on public roads between land. Although regulations differ

between countries it is found that these differences are minor and designing to British legislation is

sufficient.

20

3.4 Market Environment In order for the vehicle to have any chance of success it must have a sizable market. There must be

interest in the product on offer to make consumers select it over established competitors. This is

fulfilled with its unique selling points but it must be shown the market exists. A number for

consumers purchasing UTV’s must be ascertained and then an estimate of how many will be

potential customers with us can be concluded.

Although it is appreciated there will be a wide range of uses for a UTV it has been chosen to look

specifically at the UK agricultural market. This is based on advice received from one of the company

directors that focus should be detailed on the largest market area and appreciate that realistically,

demand may be higher.

Based on statistics sourced from the UK Government department for environmental, food and rural

affairs (DEFRA)15 it is established that the UK has a very large number of farms roughly 300,000 with

a workforce of 534,000 people. These figures outline the potential of The Cougar as it a reasonable

assumption to presume there are on average one UTV per farm in the UK. From the balance sheet

below it is seen there is a significantly large proportion of money is spent on equipment needed by

the agricultural industry. As figures specific to quad bikes could not be found these were the only

statistics available.

Year 2003 2004 2005 2006 2007 2008

Farm plant, machinery and vehicles (£millions) 6950 7007 7114 7215 7605 8358 Table 5: UK Agriculture farm plant, machinery and vehicle balance sheet

After consulting with farmers16into average life of a quad bike that is used on a daily basis for work it

was assumed that a quad bike has a useful life of six years. Assuming every farm has one quad and

taking into account their useful life, an estimate was made that 50,000 personal working agricultural

vehicle are purchased annually. Although an estimation these figures confirm that there is an

appreciable market to be entered so long as The Cougar differentiates itself from competitors.

3.5 Competition There is great importance in analysing similar products in the market and it also dictates the selling

price of The Cougar. By examining the competition and our product it was decided that the vehicle

should retail at £10,500. This recommended retail price is extremely competitive ensuring The

Cougar achieves its target market share.

3.5.1 Direct Competitors

The three major competitors against The Cougar are the two petrol utility vehicles Yamaha Rhino

and Kawasaki Mule, as well as the electric UTV Polaris Ranger. These models were chosen as main

competitors as they are well established, well known and occupy a large share of the market.

Looking at the worldwide market shares the Polaris holds 21% of all agricultural working vehicles,

Yamaha 22% and Kawasaki 6%.17 It would not only be hard to compete with the specific vehicle

models they are selling, it will also be a challenge to get our company and product known to the

market.

15

DEFRA, (2009) 16

Alan Irwin, (2010) 17

MIC, Industry sources and A.G. Edwards & Sons estimates. 2010

21

After contacting Graham Stannard, the Assisting Economist in the Agricultural Engineers Association

(AEA), we received a figure of 30,000 agricultural working vehicles were sold annually in the U.K. In

addition there were 18,000 ATV’s sold in the U.K.18. These figures are used later in reference to our

potential market. Other competitors are Honda, Husqvarna, John Deer, Kubota, New Holland, Arctic

Cat, Bobcat, Case IH, Club Car, Club Cadet, Deere Gator and JCB.

3.5.2 Indirect Competitors

Tractors, ATVs and quad bikes are our indirect competitors as our target users could chose buying

these vehicles instead of a UTV.

3.5.3 Future competitors

Utility vehicles are going up in sales whilst ATVs are going down in sales. ATV sales are reducing at a

large rate due to the introduction of multipurpose UTV’s. From 2008 to 2009 there was an 85%

increase in sales of UTV’s worldwide and 50% increase in the UK.19 Therefore it is believed that

companies are now focusing on designing utility vehicles rather than ATVs. Polaris are now relying

on the UTVs popularity to continue to rise.20 With more UTV producers are looking into electric

UTVs, but there will still be competition with petrol UTVs as well. The advantage over petrol vehicles

is evident due to the environmentally friendly characteristics and lower fuel costs as electricity costs

less than petrol however, the speed and range specifications are still of great importance. It would

be expected that competitors try to emulate the qualities of The Cougar, but an estimate 6-12

months is given before competitors can reach similar specifications. The estimate arises from the

forecast that it would take our company about 12 months to develop The Cougar so a more

established company with greater resources could achieve a quicker development stage. By then,

there is a clear aim to have established the name and reputation of The Cougar to the UK market.

The Cougar specifications were compared directly to the three main competitors and shown in Table

6 below. 21

3.5.4 Competitive Analysis Grid

Name Yamaha Kawasaki Polaris EV

Price Advantage Disadvantage Advantage

Range Even

Top Speed Disadvantage Advantage Advantage

Size Even Even Even

Weight Advantage Even Advantage

Environment Advantage Advantage Even

Table 6: Competitive Analysis Grid

18

Farmers Guardian, (2008) 19

Farmers Weekly Interactive, (2008) 20

StarTribune, (2010) 21

Barringer, B. R., (2009)

22

From the analysis above you can find that The Cougar is better or even with the competitors in most

of the points. The main advantages The Cougar will have over its competitors is that it will be

cheaper than Yamaha and Polaris, it is faster than the Kawasaki and the Polaris however marginally

slower than the Yamaha and it will still be as light in weight as the Kawasaki Mule. Comparing

between the most popular electric UTVs with its petrol counterparts, we are positioned directly in-

between in terms of technical specifications. A detailed competitor analysis can be seen in Appendix

17.

3.5.5 Competitive Strategy

By studying our competitors, we have noticed differences in their approach to representing their

brand. Polaris takes an aggressive strategy by using promotional material that directly compares

their products with competitors. This is highlighted through the brash promotional performance test

videos where they measure themselves against their rivals. Furthermore Polaris makes bold claims

that they are the leader of the electric, midsize side by side. However they have only just launched

their electric UTV. You get the impression that Polaris market themselves as a confident industry

leader and sell themselves as a tried and trusted brand.

Yamaha however use visual marketing techniques, they market towards users aspirations. In many

of their promotional materials they place their products in idealistic or extreme environments and

sell an image to the user, placing performance and technical aspects at a second. Kawasaki on the

other hand adopt a conservative branding image for their products. They focus on providing

essential information about their products and offer sufficient information about where to find

dealers.

Due to the strength of our competitors and their market presence we cannot market ourselves in

the same light. Therefore we have chosen to brand ourselves with a clean, reliable and cutting

edge/technologically advanced image. The chosen image would contribute well with our products

unique selling points - modular and the use of hub motors. By using a different branding image the

Cougar would have a better opportunity within the market, as it will be more distinguishable to

prospective customers.

We can learn marketing from looking at our competitors. To keep an eye on their progress we would

attend trade shows, read magazines and news, talk to customers and even purchase or try out some

of the competitors’ products. 22

3.6 Marketing and Sales Strategy

3.6.1 Marketing Strategy

The marketing of The Cougar is made up of six separate marketing plans23. Each of these marketing plans addresses the different target markets of the vehicle and each has its own specific message/promise.

Our target audience is broken up as follows:-

1. End users/customers 2. Agricultural vehicle dealers/dealerships

22

Thompson, A. (2005) 23

Jobber, D. (2003)

23

3. General Agricultural Community 4. Event Organisers of agricultural shows, demonstrations etc. 5. Specific Trade Press People (local media in agricultural areas/locations) 6. Government Advisory Bodies e.g. concerning grants, VAT exemptions etc.

3.6.2 Marketing objectives

These marketing objectives are based on discussions held within the group which were deemed to be the most important.

1. Launch new product and create awareness amongst farmers, forestry commission, media and government.

2. Stimulate trial with end users. 3. Position product as a green alternative to current methods of transport and project image of

ruggedness, reliability, etc. 4. Provide support for sales force, media and government bodies (arrange of collateral

materials).

3.6.3 Market research and questionnaire

In order to achieve more cost effective and relevant marketing solutions we have conducted in-depth market research with our potential customer base. Existing users of similar products will be provided with prototype vehicles for testing along with questionnaires referring to The Cougar – see Appendix 18.

The questionnaire was designed to answer some important issues concerning the vehicle and the marketing communications. An example of these issues are:-

Power, reliability, ruggedness of prototype as compared to their current mode of transport.

Range of electric vehicle (was it sufficient for purpose).

Running costs of Cougar.

Price point of Cougar.

3.6.4 Creative Strategy (will be fully developed on approval of proposal)

The company will isolate relevant features and benefits applicable to each audience (Unique Selling Point) and based on the feedback from the questionnaire and market research.

A relevant selling ‘message’ will also be determined and creative executions will be developed to specifically target each one of our six audiences e.g. the selling proposition to farmers could be quite different to a selling proposition to a dealer.

3.6.5 Media strategy

Media investigation will be required to determine the most relevant and cost effective media vehicles to best reach the individual target markets. These would most likely include the following:

1. End users/customers – Farmers monthly magazines, local country newspapers, radio and targeted direct mail and e-mail programs.

2. Agricultural vehicle dealers/dealerships – Combination of personal sales meetings and targeted direct mail and e-mail programs.

3. General Agricultural Community – Farmers magazines, local newspapers and radio. 4. Event Organisers of agricultural shows, demonstrations etc. – Targeted direct mail and e-

mail campaign supported by face-to-face sales meetings and demonstrations. 5. Specific Trade Press People (local media in agricultural areas/locations) – PR, direct mail and

e-mail followed by phone calls and press kits (folder of photos, information, local dealers etc.)

24

6. Government Advisory Bodies e.g. concerning grants, VAT exemptions etc. – Commission specialist government lobbyist to represent your interest and distribute relevant collateral material.

3.6.6 Budget proposal

Based on a consultant’s24 recommendation, a budget of £400,000 is given for the first year and also year two with further budget increases depending on success of company and introduction to The Cougar in new markets.

Breakdown per target audience Year 1:

1. End users/customers - 50% of total budget (£200k)

Media - £150k

Creative (photography etc.) - £25k

Radio production - £5k

d-mail and e-mail program - £20k

Management and administration - £5k

Total £205k

2. Agricultural vehicle dealers/dealerships

Creative - £15k

D-mail and e-mail - £5k


Total £25k

3. General Agricultural Community

Media - £100k

Creative - £15k


Radio production - £5k

Total £125k

4. Event Organisers of agricultural shows, demonstrations etc.

Creative - £2.5k

Entrance fees, administration and management - £5k

d-mail and e-mail - £5k

demonstrations / face-to-face - £20k

Total £32.5k

5. Specific Trade Press People (local media in agricultural areas/locations)

Creative - £2.5k

Press kit - £2.5k

PR/ d-mail, e-mail and phone calls £2.5k

Total £7.5k

6. Government Advisory Bodies e.g. concerning grants, VAT exemptions etc.

Lobbyist/consultant - £5k

24

Mitch Davidson, Mitch Davidson Productions

25

Total £5k

Grand Total £400k

2.6.7 Sales Strategy

The marketing strategy is broken down into separate plans for the different target audiences, it

provides multiple selling opportunities. The Cougar will initially be sold direct to dealers/dealerships,

sold direct from tradeshows and also sold from the company’s on-line website. In the next phase it

would consider establishing its own dedicated showrooms and dealers/dealerships however initially

it is believed dealerships selling on the company’s behalf is the best approach as it reduces the initial

capital that will be required.

3.7 Procurement and Operating Requirements

3.7.1 Product Sourcing & Transportation Costs

Sources have been added to the Bill of Materials – see Appendix 11 – to make procurement easier.

Where possible the same supplier has been used as this will reduce delivery costs and be beneficial.

It has been chosen to source most products from UK based suppliers and this has led to relatively

short lead times on parts. This is advantageous for the assembly of The Cougar if parts are running

low. The exception is battery and motors which are coming from China so care must be taken to

ensure there are no time periods which entail waiting for product delivery. Although components

could be sourced cheaper from the East it has been very difficult to find reliable sources so for this

reason UK based suppliers were chosen. The company could source cheaper products from overseas

when production levels picked up over the years. Large reputable companies have also been

selected so they can be relied upon for large quantity orders. There would also be savings on

delivery for large wholesale orders as the costs in the Table 7 are for low volume orders. No

information is given for this so direct contact with the supplier would be necessary to see the

reduction they may offer.

Source Delivery Time [days] Delivery Cost [£]

Rally design 1-2 £6.00 - £9.50 weight dependant

All terrain tyres 3-4 Free

Burton power 1-2 Free

Battery & Motors from China

7 £60.00 per case

RS online 1 £5.00

Stafford vehicle components

1-3 £7.00

Screw fix 1 Free

Metals4u 1-3 Free Table 7: Component sources, delivery times and costs.

3.7.2 Physical location of business

The project will initially look at releasing the product in Scotland within the first two years after

which expansion to the entire UK region will be considered. There is large potential for this product

overseas, however as initial and product launch costs must be kept low it is wise to start in one

region with a view to expand in the following years when finance is not so tight. As the initial target

market is Scotland and the UK it is best to manufacture the product here. Although overheads and

26

wages will be more expensive than in the East it will keep costs down on delivery and allow the

project to be supervised easily25.

The possibility of purchasing a warehouse which suits the requirements has been addressed but this

increases the amount of finance required. It would be ideal to avoid paying more interest and

repayments than necessary. In order to reduce this, premises will be leased rather than purchased

as this avoids geographically constraining production. Due to the nature of The Cougar it does not

require premium premises location which allows a relatively cheap out of town rental.

3.7.3 Plant and Equipment Requirements

Initially all manufacture and assembly of The Cougar will be outsourced. This will result in slightly

higher manufacture costs, however large capital outlays will not have to be accounted for such as

capital outlay for premises, machinery and labour. However, floor space will be required whilst the

product is developed, tested - and once in production - maintenance. There will also be a

requirement for an office area so the administrative tasks can be completed. The strategy is that

once the business is operating profitably, more control over manufacturing and production will be

obtained by bringing it in house and phasing out the subcontracting of work on The Cougar.

After examining the subsystems of the product it can be seen that the main manufacturing task is

the construction of the chassis. Following this, the other components are ordered in already

manufactured and the only requirement is to assemble The Cougar correctly. The first phase of

bringing production in house will be to manufacture and assemble the chassis. This will require an

increase in the size of workshop, new machinery and the employment of skilled workers. The

introduction of Phase 1 will depend upon the associated costs involved and how much money is

being generated from sales.

Phase 2 would look to bring all of the manufacturing in house obtaining complete control of

production. This phase is only likely to materialise when a relatively large number of units have been

sold and manufacturing levels are close to their peak. The most efficient method for manufacturing

would be a Continuous Production line. The drawback of Continuous Production is that it is capital

intensive26 so there would have to be sufficient cash for this phase change to take place. The costs

involved would include a much larger factory for manufacture, new tools and machinery, increased

labour costs and space for storage.

This strategy outlines how the production of The Cougar will change over time however in the 5 year

period following board acceptance it is predicted that only Phase 1 will be realistic. Phase 2 will

require a lot of capital and this will not be available in such a short timescale. It is foreseeable that it

can be implemented with 10 years based upon financial projections.

3.7.4 Production Plan

The production plan outlines the strategy for producing the vehicles and gives target production

levels believed to be achievable. In the detailed design stage, an accurate master production

schedule would need to made so items are completed promptly, according to promised delivery

25

Hargreaves, R. B., (1987) 26

Kalpakjian, S. Schmid, S.R., (2003)

27

dates; to avoid the overloading or under loading of the production facility; and so that production

capacity is efficiently utilised resulting in low production costs27,28.

3.7.5 Production Strategy

Workshop for product development, testing and maintenance.

Initially full production subcontracted to another company.

Phase 1: Manufacture chassis in house then subcontract rest of assembly.

Phase 2: All manufacture in house with no more out sourcing of work.

Increase premises space for phase changes and storage of completed vehicles.

3.7.6 Production Facilities

Require workshop space to develop, test and service small numbers of The Cougar.

Phase 1, additional space for manufacture of up to 5000 chassis per year maximum.

Require manufacturing equipment for cutting steel, welding and general tools for assembly.

Phase 2, additional space for complete continuous assembly of The Cougar.

Require a large increase in machinery, factory space and storage.

3.7.7 Production Schedules

Annually

2012 – Detailed design of The Cougar including prototypes, testing and design refinements. Produce

50 units in the first year.

2013 – Anticipate minor design teething problems but increased productivity to 120 units.

2014 – Large increase in manufacture, production goal of 900 units.

2015 – Similar to the previous year, production increased to 3000 units.

2016 – Target yield reached at 5000 quads being produced per year.

3.7.8 Production Volume

Year 1 Year 2 Year 3 Year 4 Year 5

# of Cougars sold

50

120

900

3000

5000

Table 8: Sales projections of The Cougar

3.7.9 Changes in Inputs and Costs

As production increases the following will be require:

Ensure manufacture methods can cope with demand levels.

Increase workforce.

Additional tools, machines and equipment.

Maintenance area will have to grow.

3.7.10 Maintenance

A section of our factory will be dedicated to accommodate maintenance. This will serve a variety of

functions. It will allow detailed inspection and analysis of the product through its development and

following this will provide customers with a useful service which will generate further income for the

27

SME, (2011) 28

BC Bee Keepers, (1994)

28

company. However it is expected that if the servicing required is straightforward then the majority

of customers will find an alternative means to undergo maintenance due to the likelihood of large

distances from them to the factory.

Battery maintenance is essential as this is the source of power for the vehicle. It is known that

battery life decays over time so measures have been made to ensure a maintenance system is in

place for any potential problems. The battery selected has a life greater than 1200 cycles where a

cycle gives a range of approximately 80km.Assuming the vehicle is charged every 2 days then the

battery life is in excess of 6 years. For this reason it is only necessary to supply one battery with the

vehicle as its performance is sufficient. Another battery could be purchased as an optional extra

however this would not be for maintenance reasons but instead to ensure The Cougar could be used

whilst the other battery is charging.

Maintenance of other components is a routine procedure with parts being ordered if required and

fitted or sent to other maintenance companies.

3.8 Management and Personnel Requirements In the initial stages of company structure the staff would include;

1 Accountant/Consultant

1 Lawyer/Consultant

3 Technicians

1 Office Manager (in-house responsibilities)

1 Sales/Marketing Manager (out of office responsibilities)

1 Senior Engineering Designer

When the company becomes more established more technicians and designers will be hired by the

company to insure prototypes are capable of mass production. Upon growth there will be an

increase in employees which is taken into consideration.

4.0 Financial Projections

4.1 Investment to date The financial projections are calculated from the time following project approval. The amount of

hours invested in the project in the creation of the report can be seen in Appendix 19. From this,

assuming each member is paid £30 per hour and consultants £60 per hour it is established that so

far £21,480.00 has been spent on this project already. However, as this has occurred in the past it is

deemed a sunk cost and is not accounted for in future projections.

4.2 Income Projections Based upon the figures expressed earlier in the Market Environment section which gave an ultimate

achievable sales volume of 5000 units/year, sales have been estimated to grow before achieving the

chosen target. Combining estimated growth figures from the Procurement Report and target selling

price based upon analysis of the competition we have been able perform an income projection for

the first five years of the project – see Appendix 20.

29

£-

£10,000,000.00

£20,000,000.00

£30,000,000.00

£40,000,000.00

£50,000,000.00

£60,000,000.00

£70,000,000.00

£80,000,000.00

£90,000,000.00

£100,000,000.00

0 1 2 3 4 5

Cash

Year

Income Projections over 5 Years

Cumulative Income

Yearly Income

Graph 2: Income projections over 5 years.

It can be seen that initially income levels are very low. This is due to the product being developed,

tested and manufactured to very small numbers in the first year of the project and appreciating that

growth should be steady for the following years. From year three onward it can be anticipated that

the product will be technically sound with any initial design problems that were unforeseen now

ironed out. In addition, after two and a half years of manufacturing there should be sufficient

knowledge of the process to increase production significantly to the levels seen.

The income projections are based upon sales of The Cougar. Maintenance and optional extras are

two additional sources of income however generating accurate estimates for the income from these

areas is incredibly difficult so this has been overlooked for the purposes of financial projections.

However, it is appreciated that optional extras will generate additional income and maintenance

would not be a significantly lucrative nor disastrous money making sector for the relatively small

number of units that are produce.

4.3 Cash Flow Projections Using the results from projected income and calculating projected costs allowed cash flow

projections to be completed. Projected costs were estimated by researching all the associated costs

that are typical to a new business venture29’30 and creating a spreadsheet to account for these costs

over five years – see Appendix 10. The spreadsheet is calculated on a yearly basis however the first

year has been sub-divided into four quarters. Due to the variety of different tasks and costs that will

occur in the first year it is easier to plan and project the costs for this timescale. Graph 3 shows the

change in end of year costs and sales changes over five years following project approval.

It can be seen that for the first two years the costs are greater than money generated from sales.

This is due to the high costs such as detailed design, prototyping, tooling, marketing and rent. This is

to be expected as time must be attributed to product development during which time there are no

sales. When selling of The Cougar commences, the initial sales levels are low as this is a new

manufacturing process so there may be early teething problems which must be overcome and it will

29

Blackwell, E., (2002) 30

Stewart, R. Wyskida, R. Johannes, J, (1995)

30

£-

£10,000,000.00

£20,000,000.00

£30,000,000.00

£40,000,000.00

£50,000,000.00

£60,000,000.00

0 1 2 3 4 5 6

Money

Year

Costs v Sales: End of Year Basis

Costs

Sales

better to grow carefully in the early years. The end of year three is the beginning of sales exceeding

costs and the years following this are also positive.

Graph 3: Costs v Sales: End of Year Basis

It is appreciated in the cash flow projections spreadsheet that as our production levels increase, so

will some costs such as marketing which increases from £400,000 to £1,000,000 over five years.

However, as manufacture is outsourced there is no increase in the size of premises, rent due and

workforce size meaning these costs stay constant over five years. As previously stated the majority

of maintenance will be able to be resolved by existing mechanics. The modular design aspect of The

Cougar means that the parts can be sent as a unit to the dealer and no specialist knowledge of its

assembly is required.

The cash flow projections have assumed that the cost of manufacture for one Cougar is £2000.00.

Although this is a rather crude estimation as the true cost of manufacture for the product was hard

to ascertain. This figure was arrived at after meeting with a consultant31 who appreciated the

difficulty in estimating this cost and approved the suggestion.

4.4 Capital Requirements & Strategy In the earlier procurement section reference was made to two planned changes in production: Phase

1 and Phase 2. The projections have been based upon outsourcing all manufacture so it can be seen

when the funds that will be required for these phase changes are available. Graph 4 below shows

the end of year closing balances which will allow an estimate for when the phase changes can be

implemented which will be addressed in due course.

31

Dr Safa Hashim, (2011)

31

Graph 4: End of year closing balances

Calculated from the cash flow projections spreadsheet, the graph visualises how the end of year

closing balance changes over five years after project approval. The maximum level of debt

throughout the two years is -£2,179,044.25 which allows an estimate to be made for the capital

required to start the project. Estimating for contingency which is to be expected32 it has been

calculated that the money required to start this project is £2,500,000.

If this money is borrowed at an interest rate of 5.0%, from the Capital owed + interest spreadsheet –

see Appendix 21 – the amount of money which will be owed following five years increases to

£3,190,703.91. Note this calculation neglects changes in inflation as advised. From the end of year

closing balances it can be seen that this debt would be repayable by the end of year four making this

project financially viable. These calculations take into account the tax payable on profits33. A

sensitivity analysis has also been completed for a range of interest rates to see the effect this has on

the financial situation of the project. If interest is 20% the project is still profitable which is

encouraging however the return on investment may not be so worthwhile.

4.5 Break-Even Analysis Break-even analysis has been conducted to show the point in the project at which the project breaks

even in terms of revenue. By organising costs into either fixed costs (FC) or variable costs (VC) and

tabulating them into a spreadsheet – see Appendix 22 – a formula has been constructed which gives

the number of units sold at which the project breaks even. From this data Graph 5 has been created

which allows this to be seen.

The point at which the Sales and VC lines cross indicates how many units must be sold for break

even to occur. The graph gives a rough indication of where this occurs and from the data it is

established that this occurs after the sale of 2230 units. By comparing this figure against the

anticipated sales projections it was seen that this occurs after 3.5 years.

32

AACE International, (2007) 33

HMRC, (2010)

-£4,000,000.00

-£2,000,000.00

£-

£2,000,000.00

£4,000,000.00

£6,000,000.00

£8,000,000.00

£10,000,000.00

£12,000,000.00

£14,000,000.00

1 2 3 4 5

Balance

End of Year

End of Year Closing Balances

Closing balance

32

£-

£10,000,000.00

£20,000,000.00

£30,000,000.00

£40,000,000.00

£50,000,000.00

£60,000,000.00

£70,000,000.00

£80,000,000.00

£90,000,000.00

£100,000,000.00

0 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000

Sale

s an

d C

ost

s

Units Sold

Break-even analysis: The Cougar

VC

Sales

FC

Graph 5: Break-even analysis: The Cougar

The breakeven revenue can be seen on the vertical axis where the Sales and VC lines cross and can

be calculated by: 34. In this project

this value is £23,415,000.00 and this indicates the minimum amount of money the company should

take in order to operate profitably.

This project will require a £2,500,000.00 investment for it to go ahead however from cash flow

projections and projected sales it is estimates that by the end of year three sales will exceed costs.

The investment will be repayable by the end of year four with healthy profits forecasted for the end

of year five. This project is financially viable based upon the assumed costs and there is also the

possibility for some manufacturing to be moved in house within the five year period following

project approval.

5.0 Five Year Plan A five year plan has been drafted which outlines how the project is expected to develop - taking day

one as project approval from the board. The noticeable aspect of our plan is the relatively small time

devoted to detailed design. This time will be minimised by increasing the workforce so there is a

large amount of work done in a small amount of time. This is based on maximising the selling period

as this is the only time income can be generated. During this project there has also been a vast

amount of chassis design work researched – see Appendix 2-6 – this therefore minimises the

workload required. As many of the selected components are existing systems, suspension packages

for example, then these do not have to be individually designed. The design stage will address how

all the components come together and ensure their compatibility.

Due to the legal requirements for a road vehicle there must also be adequate safety testing. This will

be completed by another company such as NCAP or MIRA. During this process there may have to be

some design refinements so this has been anticipated with keeping a designer for the duration of

this testing period.

34

Thompson, (2005)

33

Before the product is ready to take to market work will begin on the marketing strategy. This is to

ensure our target market is aware of the product when it is launched. The marketing strategy is

essential for The Cougar to be successful and therefore runs for the entirety of the five year plan.

Visual marketing is introduced in year five which involves more investment to promote The Cougar

on relevant TV adverts.

From the plan it is seen that manufacturing is outsourced for the first five years. Based upon the

previous cash flow projections it would be possible for Phase 1 – moving manufacture of the chassis

– to be completed by year five. As the end of year five closing balance is roughly £11,000,000 the

cost of Phase 1, which includes increased warehouse size, new tooling equipment and more skilled

workers, will be covered. Phase 2 would not be able to be completed in this timescale as there will

be a very large amount of capital required. However the second phase would be attainable in the

following years however we cannot estimate when in this case.

It is also seen from the five year plan that point at which the project breaks even is after three and a

half years and the investment is repayable from the end of year four.

6.0 Final Findings and Recommendations The Cougar is an electric utility vehicle (EUV) that will revolutionise the market. Its modular design

incorporates many important and emerging aspects of new vehicle design to deliver a new and

exciting experience for prospective owners.

The Cougar competes on a technical and financial level against its competitors. Its power system is a

key feature, which gives The Cougar great handling characteristics, high performance, and a very

competitive range. Breaking tradition from single motor drive, The Cougar harnesses the use of a

motor-per-wheel system. This lightweight and efficient solution has many benefits: namely

modularity, regenerative braking, creation of extra space in the vehicle and establishing a lower

centre of gravity. The vehicles LiFePO4 batteries are light, powerful, safe and have a long life cycle.

The design has met and exceeded competitors’ specifications in terms of speed, range, weight and

price. In addition, with the unique concept of modularity, The Cougar will be a very competitive

alternative to current market options.

Environmental concerns are of great importance in The Cougars design. Since it is designed from the

outset to be an electric vehicle, as opposed to an electric adaptation, there are features which

ensure that The Cougar is an environmentally responsible vehicle. For example, with regards to the

batteries, the lithium is 100% recyclable, and more recycling plants are a huge current project for

global economies.

The Cougar has a huge emphasis on safety. Preventative measures have been instilled in The

Cougar’s design from an early stage reducing the high risks associated with vehicles of its type. The

Cougar will be a road legal vehicle in the UK. As such, it has been designed in consideration with all

the rules and regulations that are required for a road vehicle.

The amount of capital required for project launch is £2,500,000 and the project will break even after

just three and a half years. The outlay required by investors is forecast to be returned after four

years including interest rates.

34

Overall, The Cougar fills a gap in the market and provides a sound financial venture that would

promise a good return on initial investment. It takes into consideration current environmental

concerns, and provides a solid base model from which future iterations can be developed and sold

globally. The key features of The Cougar - including modularity, direct to wheel drive and road

legality - are the cornerstones of a first class new product that makes sense in today’s world and will

change the electric utility vehicle market for the better.

35

7.0 Appendices

Appendix 1 – Five Year Plan

5 Year Plan Gantt

The Cougar

JanFeb

Mar

Apr

May

JunJul

Aug

SepO

ctN

ovD

ecJan-M

arA

pr-JunJul-Sep

Oct-D

ecJan-M

arA

pr-JunJul-Sep

Oct-D

ecJan-M

arA

pr-JunJul-Sep

Oct-D

ecJan-M

arA

pr-JunJul-Sep

Oct-D

ec

Detailed design

Design refinem

ents

Visual prototype

Functional prototype

Accelerated life testing

Safety testing

Marketing strategy

Visual m

arketing

Manufacturing (outsourced)

Product Launch

Workshop m

aintenance open

Targeting Scotland

Target entire UK m

arket

Breakeven point

Manufacture change phase 1

Loans repayable

Increase workshop and tools

Hire new

staff

Manufacture change phase 2

Year 5

Year 1Year 2

Year 3Year 4

21002870

1295

255

380

1100

2

1800

Final Chassis

final chassisWEIGHT:

A3

SHEET 1 OF 1SCALE:1:50

DWG NO.

TITLE:

REVISIONDO NOT SCALE DRAWING

MATERIAL:

DATESIGNATURENAME

DEBUR AND BREAK SHARP EDGES

FINISH:UNLESS OTHERWISE SPECIFIED:DIMENSIONS ARE IN MILLIMETERSSURFACE FINISH:TOLERANCES: LINEAR: ANGULAR:

Q.A

MFG

APPV'D

CHK'D

DRAWN

lewis

Typewritten Text

Appendix 2

277011

00

1400 750550

707.335

Final Chassis

Steel

Galvanised

final chassis 2WEIGHT:

A3


DWG NO.

TITLE:


MATERIAL:

DATESIGNATURENAME



Q.A

MFG

APPV'D

CHK'D

DRAWN

lewis

Typewritten Text

Appendix 3

lewis

Typewritten Text

lewis

Typewritten Text

lewis

Typewritten Text

lewis

Typewritten Text

lewis

Typewritten Text

1100

440

250

400

25.400

602.418R150

10

550

550

260

196.300

303.700

350

250

Final Front Module

Galvanised

Steel

2

front module 2WEIGHT:

A3


DWG NO.

TITLE:


MATERIAL:

DATESIGNATURENAME



Q.A

MFG

APPV'D

CHK'D

DRAWN

lewis

Typewritten Text

Appendix 4

1100

500

1020

707.335

926.

466 12

69.6

40887.578

TRUE R10

400

1400

1306

.622

180.650

Final Mid Module

Galvanised

Steel

2

mid module 2WEIGHT:

A3


DWG NO.

TITLE:


MATERIAL:

DATESIGNATURENAME



Q.A

MFG

APPV'D

CHK'D

DRAWN

lewis

Typewritten Text

Appendix 5

750350

500

200

800

250

250

1100

303.700

196.300

Final Rear Module

Galvanised

Steel

2

rear module + brackets 2WEIGHT:

A3


DWG NO.

TITLE:


MATERIAL:

DATESIGNATURENAME



Q.A

MFG

APPV'D

CHK'D

DRAWN

lewis

Typewritten Text

Appendix 6

41

Appendix 7 – Suspension

42

Appendix 8 – Dzus Fasteners

43

Appendix 9 – Storage Optimisation

44

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

De

tailed

de

sign w

ages

58,500.00£

9,750.00£

Visu

al pro

totyp

e2,000.00

£

Fun

ction

al pro

totyp

e500,000.00

£

Safety te

sting

500,000.00£

Acce

lerate

d life

testin

g20,000.00

£

Too

ling/e

qu

ipm

en

t100,000.00

£ 20,000.00

£ 20,000.00

£ 20,000.00

£ 20,000.00

£

Co

ugar co

mp

on

en

t costs

143,175.63£

143,175.63£

687,243.00£

5,154,322.50£

17,181,075.00£

28,635,125.00£

Man

ufactu

ring co

sts50,000.00

£ 50,000.00

£ 240,000.00

£ 1,800,000.00

£ 6,000,000.00

£ 7,500,000.00

£

Marke

ting

100,000.00£

100,000.00£

100,000.00£

100,000.00£

400,000.00£

800,000.00£

800,000.00£

1,000,000.00£

Salaries/w

ages

44,250.00£

44,250.00£

177,000.00£

177,000.00£

177,000.00£

177,000.00£

Re

nt/rate

s/wate

r34,375.00

£ 34,375.00

£ 34,375.00

£ 34,375.00

£ 137,500.00

£ 137,500.00

£ 137,500.00

£ 137,500.00

£

He

at/light/p

ow

er

1,000.00£

1,000.00£

1,000.00£

1,000.00£

4,000.00£

4,000.00£

4,000.00£

4,000.00£

Po

stages

100.00£

100.00£

100.00£

100.00£

400.00£

400.00£

400.00£

400.00£

Prin

ting/statio

nary

200.00£

200.00£

200.00£

200.00£

800.00£

800.00£

800.00£

800.00£

IT/office

wo

rksho

p fu

rnitu

re3,000.00

£ 700.00

£ 200.00

£ 100.00

£ 300.00

£ 300.00

£ 300.00

£ 300.00

£

Cap

ital paym

en

ts

Inte

rest ch

arges

Oth

er

Tax Payab

le

Total C

osts fo

r the

year

2,211,801.25£

1,667,243.00£

8,094,322.50£

24,321,075.00£

37,475,125.00£

Total C

osts A

LL73,769,566.75

£

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

t A

ctual

Cash

sales

525,000.00£

1,260,000.00£

9,450,000.00£

31,500,000.00£

52,500,000.00£

95,235,000.00£

Cash

from

de

bto

rs

Cap

ital intro

du

ced

Total R

ece

ipts (a)

500,000.00£

1,200,000.00£

9,000,000.00£

30,000,000.00£

50,000,000.00£

Paym

en

ts

Ne

t cash flo

w (a-b

)-£1,711,801.25

-£467,243.00£905,677.50

£5,678,925.00£12,524,875.00

Op

en

ing b

ank b

alance

-£1,711,801.25-£2,179,044.25

-£1,273,366.75£3,254,919.02

Clo

sing b

ank b

alance

-£1,711,801.25-£2,179,044.25

-£1,273,366.75£4,405,558.25

£15,779,794.02

Clo

sing b

ank b

alance

PO

ST TAX

£3,254,919.02£11,418,451.69

Ye

ar 5To

tals

Re

ceip

ts

Ye

ar 1Y

ear 2

Ye

ar 3Y

ear 4

Cash

Flow

Fore

casts

The C

ou

ga

r

We

eks 1 - 13

We

eks 14 - 26

We

eks 27 - 39

Ye

ar 4Y

ear 5

We

eks 40 - 52

Ye

ar 1

Co

sts

Ye

ar 2Y

ear 3

Appendix 10 – Cash Flow Projections

45

Co

mp

on

en

tC

ost fo

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f Mate

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Appendix 11 - Bill of Materials

46

Appendix 12 – Range Calculation

This calculation determines the range of the Cougar on flat grass cruising at 35kph. The calculation is

based on lecture notes from a relevant course35

The following data is assumed and used in the calculation:

Mass of Vehicle: 446kg

Mass of Driver: 70kg

Rolling Resistance Coefficient rrC : 0.1 (assumption for grass)

Density of air: 1.293kg/m3

Drag Coefficient: 0.3 (assumption)

Frontal Area of Vehicle: 1 m2

Mechanical efficiency: 80% (hub motors ensure high efficiency)

g: 9.81 m/s-2

Velocity: 35kph = 9.72m/s

Energy in the Battery

Battery Spec: 36V, 200Ah

Assuming a C1 discharge rate. 200Ah / 1 hour = 200A

JtVIE 25920000360036200

Rolling Resistance

Rolling resistance represents the sum of various energies required to move a vehicle. It includes

things like displacing water on a wet road, losses in the wheel bearings, tyre noise and heat,

vibration of the ground, etc.

Rolling resistance is proportional only to the weight of the vehicle. The constant of proportionality is

called the coefficient of rolling resistance, Crr

NF

F

NCF

rr

rr

frrrr

2.506

81.95161.0

Drag

A body moving at some velocity through a fluid experiences a retarding force that resists its motion.

This is called drag.

35

Prof Andrew Knox, (2010)

Description Crr

Steel wheel on railway track 0.0002

Car tyre (tarmac) 0.03

Car tyre (concrete) 0.01

Car tyre (sand) 0.3

Bicycle tyre 0.0055

47

dd ACvF 2

2

1 where A is the area and Cd is the drag coefficient 3.0

3.0172.9293.12

1 2 dF

NFd 32.18

Range Calculation

WFFpower

velocityforcepower

drr 6.509972.9)(

The mechanical efficiency is 80% efficient, so input power W5.637480.0/6.5099

kmtimespeeddistnce

sPEttimepowerenergy

52.392.406672.9*

2.40665.6374/25920000/*

The Cougar will have two batteries so the subsequent range will be:

kmrange 05.79252.39

Headwind

How much would a headwind of 5m/s affect the range?

With a headwind, the rolling resistance is unchanged but the drag increases. The new drag velocity is

9.7222 + 5 = 14.72222 so:

NF

F

ACvF

d

d

dd

03.42

3.01)572.9(293.12

1

2

1

2

2

WvFvFpower dragdrr 3.6925)()(

Using the same procedure as above (or using excel sheet) the new range is calculated as being 72km.

48

Appendix 13 – Regenerative Braking

This is conversion of the vehicles kinetic energy back into electrical energy.

Let’s assume regenerative braking is used to slow The Cougar from 40km/h (11.1m/s) to rest in 5

seconds. Neglect drag and friction. Assume the electrical efficiency is 90%.

JmvKE 28666.67%902

11.11

0

2

WtimeenergyPower 3.57335/67.28666/

Voltage held constant @ 36V AVPI 3.15936/3.5733/

49

Appendix 14 – Charge Cost

The cost of a charge is calculated by determining how much energy the battery pack requires,

converting to kilowatt hours and multiplying by the cost of electricity.

Each battery pack has a nominal voltage of 36V and a capacity of 200Ah. The energy in each battery

in kilowatts is therefore

A watt is a joule per second. 1kW = 3.6MJ

kWhMJtVIP 2.792.25360036200

According to moneysupermarket.com an average price for a kilowatt hour of electricity in the UK is

approximately 10p. Prices are, however, cheaper in the evening. Using this assumption of 10p per

kilowatt hour we find that the charge cost for both batteries will be:

44.1£21.02.7 kWh

The range of The Cougar is 79km so the cost per kilometre is

kmp /8.179/44.1£

Comparison with petrol alternative

According to Yamaha, the petrol Rhino does approximately 20 miles per gallon (mpg)36. This is in US

gallons.

Convert from miles/gallon to km/litre

lkm

kmmile

litresUSgallon

/52.861.178.3/20

6.11

78.3)(1

The average price of fuel across the UK (06/02/11) is 128.6p/litre37 which gives a cost per kilometre

of:

kmp /1552.8/6.128

36

Yamaha Motors, (2011) 37

Petrol Prices, (2011)

50

Appendix 15 – Risk Assessment

Likelihood 1 – Improbable/negligible likelihood Severity 1 – Negligible Injuries

2 – Remote/unlikely likelihood 2 – Minor Injuries

3 – Possible Likelihood 3 – Major Injuries

4 – Probable Likelihood 4 – Fatal Injuries

Risks Associated

with ATVs Initial Risk Rating

Preventative measures In Cougar’s

design Final Risk Rating

Likelihood Severity Likelihood Severity

Careless driving 3 4

State the power on the number

plate. Advise users to take a

course in UTV usage. Impact

sensors are fitted to isolate the

battery following a substantial

impact

2 4

Vehicle tipping

over 2 4

Designed with low centre of

gravity. Roll cage reduces

severity. Max incline and tilt

angle stated in manual

1 3

Foot/ankle

injuries due to

putting feet on

ground while

riding

3 3

Cougar has adequate foot

pedals. Risks of putting feet on

the ground are stated in the

manual.

2 3

Fire/explosion

risk 2 4

LiFeP04 battery chosen has no

explosion or combustion risk 0 N/A

Falling off 3 4 Harness secures rider in

position 1 2

Hot Engine Parts 2 3 The vehicle is electric so has no

engine 0 N/A

Fuel Spillages 2 4 The vehicle is electric so is

charged instead of refuelled 0 N/A

Electric Shock 2 5

All electrical and electronic

components are insulated and

shielded. The shell is grounded.

1 1

Table 9: Risk Assessment

51

Appendix 16 – Max tilt and incline calculations

Tilt Angle Calculation

The Cougar will tip when the line of action of the centre of gravity is outside the point of contact of

the wheel and the ground (point A). First the centre of gravity (COG) must be calculated. Simplify the

problem to a box on a slope.

Assuming a driver and passenger of equal weight are on

board then the COG in the x direction is zero. On the

other hand, the COG in the y direction must be

calculated.

Figure 7: Cougar on a slope travelling out of the page

To do this we need to determine the moments created about point A by grouping components into

point masses. Using the parts list in Appendix 10 and neglecting anything under 10kg the following

table of components will influence the COG.

Figure 8: Vehicle Dimension Required For COG Calculation

52

Table 10: Components that affect COG

NmM 7.55138.081.9)124024322416(1

NmM 86.103953.081.9)200(2

NmM 08.164805.181.9)20140(3

NmM 73.22045.081.9)50(4

To calculate the distance at which the COG is from point A you add these moments together and

divide by the total weight:

mCOG 602.0)81.9586/()73.22008.164886.10397.551( from point A.

Point mass

group

Distance from A in y –

direction (mm)

Component Mass

(kg)

1 380

Brake discs 16

Suspension

wishbones 24

Suspension

dampers 32

Tyres 24

Wheel trims 40

Motors 12

2 380+150

=530 Batteries 200

3 380+300+370

=1050

Driver and

passenger 140

Seats 20

4 380+70

=450

Stainless steel

tubing 50

53

The Cougar will tip when 090 . is constant, a is the width of the vehicle = 1m and b is the

COG distance = 0.602m

01 31)1/602.0(tan

/tan

ab

0593190

Maximum Incline Calculation

When a vehicle drives on flat ground then all of the power is used to overcome resistive forces,

however if an incline, , is introduced the motors are subject to an additional force sin/ mgf .

The Cougar’s motors can supply 12kW peak. As with the tilt angle, this calculation assumes that both

the driver and passenger weight 70kg each which results in a total vehicle and passenger mass of

586kg. Using the equations previously used in the range calculation we find that:

velocityfFFvelocityforcepower drr )(. /

The max incline is deemed to be the slope at which The Cougar is reduced to a fast walking pace of

10kph (v=2.78m/s). This gives:

78.2)]sin81.9586()3.0178.2293.15.0()81.95861.0[(12 2 kW

Rearranging gives =40o

54

Appendix 17 – Competitors Table

Petrol Vehicles Electric Vehicles

Yamaha

Rhino 700

Kawasaki Mule

610

2011 Polaris

Ranger EV

The Cougar

Engine type Single cylinder,

liquid-cooled, 4-

stroke, SOHC, 4-

valves

Air cooled, OHV,

4-stroke single

30 HP 48-Volt

High-Efficiency

AC-Inducted

Electric Motor

4x 3kW

lightweight

brushless DC

pancake PM

motor

Drive system On-Command®

2WD, 4WD with

Diff-lock

2 speed

automatic,

selectable 4WD

plus reverse

On-Demand True

AWD/2WD/

VersaTrac Turf

Mode

Direct-to-wheel

4WD.

Battery 11.7kW battery

pack at 48V DC;

Eight 12-volt

US12VXC

batteries in

series-parallel

configuration

Lithium Ion,

RFE – 12F200

34,8V, 200Ah

Dimensions

(LxWxH) [cm]

288.5 x 138.5 x

183.5

272 x 133,5 x

180,2

274 x 144 x 185

290 x 180 x 170

Weight [kg] 540 458

771 446

Payload capacity

[kg]

180 181 453.6

400

Price [£] 11,758.80

7,798.80

11,398.00

10.500

Ground

clearance [cm]

28 17 25.4

38

Top speed |KPH] 67 40 40 56

Range

[kilometres]

80 80

55

Appendix 18 – Marketing Questionnaire

Questionnaire example for Market Testing

How did you find the ease of working the Cougar?

Do you feel it can keep up with your existing quad?

Do you feel it helps you to be more environmentally friendly?

Do you feel that your running cost compare favourably to your diesel/petrol Quad?

Do you feel it has the power necessary to complete your day to day work?

What was your range on a full battery charge?

Do you feel that by not having a gear box had a detrimental effect on the torque?

Do you feel it was rugged enough?

Do you feel safe and secure on the Cougar?

Do you feel it is worth the valued price?

Any other comments about the Cougar?

56

Appendix 19 – Hours worked

Group

Amal 80

Emilie 100

Lewis 149

Mark 86

Sam 108

Scott 90

Shona 94

Total 707 *£30 = £21,210

Consultants

Calum Cossar 1

Mitch Davidson 2

Safa Hasim 1

Andy Knox 0.5

Total 4.5 * £60 = £270

57

Sales Fo

recast

The C

ou

ga

r

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

tA

ctual

Bu

dge

t A

ctual

Un

its sold

50120

9003000

50009070

Cash

gen

erate

d525,000.00

£ 1,260,000.00

£ 9,450,000.00

£ 31,500,000.00

£ 52,500,000.00

£ 95,235,000.00

£

Cu

mu

lative U

nits So

ldU

nits So

ldYe

arYe

arly Cash

Inco

me

Cu

mu

lative C

ash In

com

e

00

00

-£

5050

1525,000.00

£ 525,000.00

£

170120

21,260,000.00

£ 1,785,000.00

£

1070900

39,450,000.00

£ 11,235,000.00

£

40703000

431,500,000.00

£ 42,735,000.00

£

90705000

552,500,000.00

£ 95,235,000.00

£

Totals

Re

ceip

ts

Ye

ar 1Y

ear 2

Ye

ar 3Y

ear 4

Ye

ar 5

Appendix 20 – Projected Sales & Income

58

Appendix 21 – Capital Owed with Interest & Sensitivity Analysis

The Cougar

Interest 5.0% Year 1 Year 2 Year 3 Year 4 Year 5

Amount owed, based on borrowing £2.5 million

£ 2,625,000.00

£ 2,756,250.00

£ 2,894,062.50

£ 3,038,765.63

£ 3,190,703.91

Interest 7.5% Year 1 Year 2 Year 3 Year 4 Year 5


£ 2,687,500.00

£ 2,889,062.50

£ 3,105,742.19

£ 3,338,672.85

£ 3,589,073.31

Interest 10% Year 1 Year 2 Year 3 Year 4 Year 5


£ 2,750,000.00

£ 3,025,000.00

£ 3,327,500.00

£ 3,660,250.00

£ 4,026,275.00

Interest 20% Year 1 Year 2 Year 3 Year 4 Year 5


£ 3,000,000.00

£ 3,600,000.00

£ 4,320,000.00

£ 5,184,000.00

£ 6,220,800.00

59

Appendix 22 – Break-even Analysis Calculation

Breakeven analysis

The Cougar

Salaries/wages 864,750.00£ UNIT VC VC+FC Sales FC

Prototypes 502,000.00£ 0 -£ 6,185,450.00£ -£ 6,185,450.00£

Testing 520,000.00£ 1 7,727.03£ 6,193,177.03£ 10,500.00£ 6,185,450.00£

Tooling/Equipment/Office supplies etc 191,200.00£ 2 15,454.06£ 6,200,904.06£ 21,000.00£ 6,185,450.00£

Rent/Power 707,500.00£ 3 23,181.09£ 6,208,631.09£ 31,500.00£ 6,185,450.00£

Marketing 3,400,000.00£ 4 30,908.12£ 6,216,358.12£ 42,000.00£ 6,185,450.00£

Total Fixed Costs 6,185,450.00£ 5 38,635.15£ 6,224,085.15£ 52,500.00£ 6,185,450.00£

Variable Costs 6 46,362.18£ 6,231,812.18£ 63,000.00£ 6,185,450.00£

Components 5,727.03£ 7 54,089.21£ 6,239,539.21£ 73,500.00£ 6,185,450.00£

Manufacturing 2,000.00£ 8 61,816.24£ 6,247,266.24£ 84,000.00£ 6,185,450.00£

Total Variable Costs 7,727.03£ 9 69,543.27£ 6,254,993.27£ 94,500.00£ 6,185,450.00£

9070 Unit no. * VC VC+FC SALES FC

Fixed Costs

60

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