Project Plan V1.4

7/28/2019 Project Plan V1.4

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Team Member StudentNo.

Email Address

Robert Cronin 42675882 [email protected]

u

Matthew Cullen 42594442 [email protected]

Melissa Davis 42665388 [email protected]

Anthony Heaton 42659109 [email protected]

Judah Hook 42327707 [email protected]

Muhammad AimanSakhor 42495008 [email protected]

Thomas Vibert 42637880 [email protected]

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DESIGN OF UQ RACING TRAILERProject Plan

Group R4


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Executive Summary

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Table of Contents

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1 IntroductionTo accompany any high class race vehicle should be its own purpose designedhigh class trailer. The University of Queensland Race team (UQR) has designed,build and tested their own SAE vehicle and now they have the deserved trailer to

match. Each year UQR makes the 1,700Km trek to Melbourne to compete in theFSAE Australasia competition, with the SAE vehicle and the accompanying 700Kgof equipment. With the current UQR trailer this poses multiple issues, includingproblematic vehicle loading, inefficient storage and poor internal lighting. R4 hasthe solution.

R4 has deigned an eco-friendly alternative which exceeds all expectations onsafety, efficiency and practicality. Re-designing from the bottom up, the newtrailer boost a 4 safety factor for frame design, simplistic two man loadingstrategy, 6.2m3 storage capacity and comes in $XX under budget. Furthermorean innovative recycle plan has been supplied, allowing UQR to profit from the

final decommission in 10 years time.

The following report outlines the details of the design as well as the projectschedule and budget and procurement plan to allow a smooth hand over to thebuild team.

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2 Project Proposal2.1 Design Details

2.1.1 Base Frame

Parts required to manufacture the trailer are based upon being sourced from OneSteel (OneSteel, 2013). The structural beams selected for the base design are50x50mm SHS with 3mm thickness. These types of beams were chosen over Ibeams as they involve an easier process for trailer manufacture, meaning lesslabour hours needed when compared to I beams needing more skilled welders.

The current trailer base frame design for UQ Racing is overkill for the weight ofthe trailer needed to be transported. This overkill comes from the size of thebeams 100x50x3mm thick RHS as well as the number of support beamsrunning through the centre of the frame. The new base frame is designed tooperate successfully under the required total equipment load of 1000kg. This hasbeen optimised so that the minimum amount of steel needed for the base frameis used, whilst being conservative with the weight.

The current base frame used 100x50mm steel beams, with all beams coming toa total length of approximately 30m. This layout caused the base frame to havea volume of 0.042m3. The new base frame uses 50x50mm steel beams, with allbeams coming to a total length of 23.5m. This layout caused the new base frameto have a volume of 0.013m3, which reduces the amount of material needed by69%.

A truss design was initially considered over a grid design for its lighter weightand fewer welds. But during further analysis it was decided that the grid design

is the better option. This is because of the ease of assembly and manufacturedue to perpendicular arrangements of the beams. The truss design had manyangled connections, causing the accuracy to be far more important. Also, thelack of symmetry caused an uneven force distribution when compared to the griddesign with symmetry and even force distribution.

The grid design is lightweight for its size due to the size of the beams beingused, statically and dynamically stable, and is sufficiently big to allow for walk inaccess of users. These all agree with the design criteria required. The details intothe size of the base frame can be seen in Figure 11.1 of Appendix 11.1.1.

2.1.2 Chassis

Primary objectives when designing the chassis of the trailer were firstly to ensureit was structurally sound enough to endure long distance travel under theassociated vibrational and structural stresses. Secondly, the chassis would needto possess desirable aerodynamic properties while maintaining adequate storagespace and allowing for ease of manufacture. Lastly this must all be achievedwhilst minimizing the material required thus the cost and weight of the trailer.

Mention the placement of back door beams as well as support beams(strategically placed for heaviest items), as well as to provide separation of high-low with minimal material usage.

The current UQR trailer carriage consists of a rectangular prism of dimensions3.1m long by 1.95m wide by 1.95m high. Aerodynamically, the R4 design ismade superior by employing a tapered front following the tow hitch truss as well

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as a downward slanted frontal region. Further improvement is made by mountingthe spare tire to a 1m by 1m perpendicular front panel. These features lessen thesurface area perpendicular to the airflow causing it to be directed less abruptlyreducing drag and friction and thus increasing the fuel efficiency of the towingvehicle. A proposed option was to use a curved frontal section as opposed to the

slanted section however the slight reduction in the coefficient of drag was notsignificant enough to compensate for the increased difficulty of manufacture.Figure 2.1 is a visual representation of the proposed chassis; in addition, detailedengineering drawings are located in Appendix 11.1.2.

Figure 2. - Inventor Representation of Chassis

Through the use of Autodesk Inventors Falcon module, an aerodynamic

simulation of the current trailer CAD model at a highway speed of 110 km/h,revealed a. Upon repeating the simulation with R4s design showed a substantialdecrease in drag due to the improvements made. Figure XX illustrates thedifference in airflow distribution and the turbulence caused. The result was adrag coefficient of 0.58 for the proposed design, compared to 0.99 for thecurrent trailer - this equates to a 41% decrease in drag. The significance of thisaerodynamic drag is related to the fuel consumed by the towing vehicle. For adetailed fuel analysis, a complete CAD model of the towing vehicle would berequired; as this was unable to be obtained, R4 have been unable to conductsuch an analysis. Despite this, a safe assumption can be made that fuelconsumption per kilometre with the proposed trailer design would be

significantly lower than for the current trailer.

The outer chassis frame is to be constructed using DuraGal steel SHS beams of50x50x3mm size. Shelving frames will be constructed with a smaller30x30x2mm size SHS beam. All joints will be welded to AS/NZS 1554.1standards. Marine Grade 5052 aluminium sheeting with a 2mm thickness willform the outer shell material, while aluminium tread plate of 3mm thickness will

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comprise the trailer floor and shelving floors. Fastening to the steel frame will beaccomplished using standard rivets. Due to differences in nobility of steel andaluminium, it is likely that galvanic corrosion may occur on the aluminium due toits connection with steel. However, the steel sourced for use is galvanised, whichforms a protective insulation layer around the steel in addition, aluminium

naturally forms an oxide layer which serves as a corrosion prevention. For thesereasons, it was deemed acceptable to fasten the sheeting directly to the frame.

The most important factor in the design of a trailer is its ability to carry thedesignated design loads. Thus it was appropriate for R4 to conduct a thoroughstress analysis to ensure the success of the design under realistic loadingconditions. For this task, the frame was modelled using Strand7, with loadingconditions applied to represent the realistic situation. This included distributedloads across the entire floor area (indicative of the FSAE vehicle as well as theengine stand), as well as on each of the shelving frames (to represent storageequipment). The size of these loads was calculated by the total force due to

weight applied, divided by the length of support beams. In addition, a safetyfactor of 1.5 was applied to each load to ensure failure would not occur. Theresults of this analysis revealed a maximum stress in the beams of 90MPa; whencompared to the 350MPa Yield Strength of the material, it is obvious that theframe and chassis are more than adequate with a safety factor of 3.87. Refer toAppendix 11.1.3 for visual outputs of the stress analysis.

With reference to Appendix 11.1.4, a fatigue analysis was conducted to assessthe potential of failure due to fatigue. Results indicated that endurance limits forbending, axial and torsional stresses all exceeded actual design stresses withinthe trailer, and thus a conclusion could be made that fatigue failure would notoccur. It was found that the maximum bending stress of 115Mpa (including a

safety factor of 1.25) was only 11% below the endurance limit; this was deemedacceptable as the maximum stress had a safety factor applied and was onlypresent in a single point, whilst the rest of the trailer experienced significantlylower levels of stress. In addition, an assumption that all welding would becompleted to satisfy Australian standards allows for failure in joints to beneglected from analysis.

2.1.3 Axle and Braking SystemThe maximum mass required to be contained in the trailer, according to theproject description, is 1000kgs. The computer generated 3D model of our designindicates a trailer mass of approximately 600kg, giving a total maximum mass of

1600kg thus an axle with an equivalent minimum rating is required.

Upon the results of the analysis carried out in the context report, the Electricbraking system was deemed most suitable over the hydraulic surge or ABSsystems. This decision was based upon the facts such as that this is commonlyused solution for a trailer of these specifications and is considered more thanadequate in performance for a lower price than ABS brakes. This system iselectrically connected to the towing vehicle. When pressure is applied to thebrake pedal an electrical signal is sent to the electric controller unit (ECU) whereelectromagnetics relay the proportional charge to the held hydraulic drum units.

The ECU to be used is a trailer mountable option allowing for the various towingvehicles to be used and allows for the relative braking force to be manually setdepending on various conditions such as weather, road surface and. Although

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Australian legislature doesnt require trailers under 2000kgs to have a breakawaykit, it is advised that one is included for emergency situation. If breakawayoccurs a backup power supply on the trailer causes the maximum braking forceto be applied for 15 minutes bringing the trailer to a halt.

Wheel selection was based upon the cheapest option relative to the brakingdrums, along with required wheel fastening nuts. Based on total trailer weight,and speed conditions, a wheel with a minimum load rating of 104 and speedrating of N was required. Standard waterproof trailer lights were selected forsignalling. All electrical equipment on the trailer would be connected to thetowing vehicle via a standard 7 pin electrical coupling.

2.1.4 Storage Compartments

Thebiggest issues currently faced by UQR in regards to trailer storage includeaccessibility, efficiency, practicality and security. The new storage designimmensely improves on all four of these aspects. Figure 2.2 illustrates acomparison between the current and proposed designs. The new design utilises amultilayer storage system, maximising the use of space. This was the mostpractical option; retain the largest volume for storage, 6.2m3, while remaining

inside the Queensland Standards for size restriction. Volume calculations can befound in Appendix 11.1.5.

The new designs boast exceptional accessibility, with a total of 6 large doors. Two

on either side of the main storage area comprise over 90% of the total sidesurface area and running flush with the floor level. This will allow for easy loadingand unloading of large items, without the difficult of lifting heavy items overedge lips. All four of these doors will open upwards and be supported by 2 gasstruts. There is an additional door in the front compartment, where it isrecommended to house the spar engine. Here the entire left side sheet will behinged to the main frame, allowing the whole panel to be opened. The 200kgengine can then be slid out with zero lifting.

In order to improve the efficiency of packing times a proposed layout of allequipment has been given, the details of which can be found in Appendix 11.1.6.

This was deemed the most practical layout taking into consideration frequency ofequipment use as well as size.

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Finally the greatest area of improvement is security. Firstly security to the racevehicle. Unlike the current design, the vehicle has its own separatecompartment. This eliminates the risk of damage to and from other equipment.Furthermore this enables unimpeded loading and unloading of the car. In order toreduce movement of items in the storage compartment barrier netting will be

hooked between the two adjoining compartments. This can be simply hookedand unhooked at the convenience of URQ. For theft security, two cam locks willbe used on each of the 4 upper level storage doors and one on the front doorpanel. Not only are these industry standard but they can be keyed alike forconvince. Having an inbuilt locking system not only provides extra security butalso eliminates the risk of losing padlocks.

2.1.5 Loading MechanismOne of the largest problems with the current UQR trailer is the method ofloading. It features a poorly constructed ramp which requires at least 4 peoplefor loading the car, and doesnt allow clearance of the car. The goal of R4 was to

improve this mechanism whilst maintaining the largest degree of simplicitypossible. Through thorough research, a decision was made to utilise a fold-outdoor design (refer to Appendix 11.1.7 for a visual example). Calculations weremade, revealing a minimum clearance angle of 13 degrees for the race vehicle.Along with this, using 1.5m length tracks hinged to the back door produced aloading angle of 8 degrees sufficient for safe clearance of the vehicle duringloading. Appendix 11.1.7 also provides the details of these calculations. The totalweight of the back door is approximately 80kg, which seems excessive but cansafely be opened and closed by 2 people due to being hinged at an end. Inaddition, steel cable will secure the free end to the top of the trailer, restrictingits ability to be lowered to the ground. From this stage, tracks hinged to the door

will be folded out, sitting flush with the door while resting on the ground. Overall,the loading process is believed to be much more efficient whilst remaining lesslabour intensive than the current trailer design. Securing the vehicle once loadedbrings about a potential problem due to the storage design of the trailer.However, chocks will be bolted to the floor towards the front of the ramp thevehicle can be pushed until flush with these, at which time two more removablechocks can be positioned behind the back wheels. Due to the weight of the car,lateral movement would be highly unlikely; as a safety precaution for emergencysituations, tie down straps are included as well as eye hooks which would securethe back wheels firmly, preventing any movement.

2.1.6 Electrical ComponentsThe main electrical component of the trailer will be interior lighting. This wasplaced as priority to allow UQR to load and unload the vehicle in night conditions a feature that the current trailer does not allow. The light of choice was an eco-friendly LED bar light. 5 in total will be used, with their positions as follows:

2 lights running longitudinally along the side walls within the vehicle

storage compartment.

2 lights positioned laterally on the roof of the trailer above centre of each

shelf section.

1 light laterally positioned on the roof of the tapered storage area.

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Additional electrical components include exterior lights, as well as the electricbrakes. The method of power supply to all components will be using a generic 7pin trailer connection point. The socket will be located on the tow coupling, withwiring to run from this point to all components. Appendix 9.1.7 provides adescription of general connection functions. It was found that no Australian

standard exists that requires trailers to have reversing lights due to this, theconnection point designated to reverse lights would be re-wired to all interiorlighting. This allows for all power supply to come from the same location, ratherthan additional power sources on board the trailer. Due to the use of hollow steelsections, all wiring will run within beams until they reach the desired component;small drill holes will be made to feed the cable back out of the beam. It came tothe attention of R4 that electrical components would be unable to operate whilstthe trailer was disconnected from the tow vehicle. Whilst not ideal, it wasconcluded that this was not of too great a detriment. Night loading would likelyonly occur after major race meetings, where the tow vehicle would be nearbyready for departure. For the most part, loading the trailer would occur during the

day, and so interior lighting would not be needed much. On a further note, theelectric braking system has a breakaway kit included, which would allow thesystem to operate effectively in an emergency situation where the trailer isdisconnected from the tow vehicle.

2.2 Budget and Procurement PlanIn order to ensure a smooth hand over to the build team the following table hasbeen formatted. Below are the specific details of what needs to be bought andordered to construct the trailer as well as where to source from. Second vendorshave been specified for big ticket items, that is items over $1000. Furthermore alist of consequences had been complied, outlining the effects of incorrect part

and or delivery dates from the supplier. In order to mitigate this all items havebeen sourced within Australia. Note that date delivered is based off supplierprediction times. Table 2.1 provides a complete budget listing as well asprocurement details involved with each component.

By staggering the intake of supplies, only what is needed at the time will need tobe stored by URQ. As the frame assembly nears completion the next round ofcomponents will arrive, allowing for the next stage of manufacture to begin. Thisintegration on both procurement and manufacture provides the most timeeffective outcome. If the above schedule is met the trailer will be completed bylate July, providing testing time before commissioning of the trailer.

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Table 2. - Budget and Procurement Table

Item Description Numbe

r

Requir

ed

Total Cost

Estimate

Date Ordered Date

delivered

Make or Buy Vendor Consequence of Failure

by Supplier

Replace or

Repair

Alternative

Vendor

MainStructure:

Shipping:

$60.00

Steel See Appendix11.2 for details

24 $1720.64 03/06/13 24/06/13 Buy One Steel Incorrect specificationwill lead to large costblow out, time delays willpush the entire projectbackwards.

Not Required Orrcon Steel

Aluminium See Appendix11.2 for details

28 $2333.04 03/06/13 24/06/13 Buy One Steel Incorrect specificationwill lead to large cost

blow out, time delays willpush the entire projectbackwards.

Not Required G. James

Wheels Quickresponse,precisehandling,waterevacuation,XXXX tread

3 $189.00 17/06/13 28/06/13 Buy Beaurepaires Not due till the secondstage of manufacture,however costimplications of incorrectproduct would bedetrimental.

Tyre checkannually,replace asrequired

Butt Hinges Durablestainless steel,low exteriorprofile,50x38x1.2

8 $63.36 20/06/13 24/06/13 Buy StrutsAustralia

Short delivery date,crucial to the completionof trailer body, 2 dayleeway has been given.

Replace asrequired

Small GasStruts

Standard gasStrut 8/18,175x50x125


Minimal effect tomanufacture time ifdelays are experiencedas they can be attachedat only point

Re-gas asrequired

Large GasStruts

Standard gasStrut 8/18,650x285x365

4 $175.80 14/06/13 28/06/13 StrutsAustralia

Minimal effect tomanufacture time ifdelays are experiencedas they can be attachedat only point

Re-gas asrequired

Rivets Pop crescentassorted pack120 steel andaluminiumrivets


Short delivery date,crucial to the completionof trailer body, 2 dayleeway has been given.

Not Required

Steel WireRope

306 stainlesssteel, 7m

1 $7.90 14/06/13 24/06/13 Buy All Things Not Required

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length, 2.5mmdiameter,rated to 504kg

Stainless

Axle andBrakes:

Shipping:

$19.00

Axle withbraking plates

50mm RoundAxle rated to2000kg

1 $1162.22 18/06/13 08/07/13 Buy CouplemateTrailer Parts

Large dependencies tobudget if damaged orsupplier incorrectly.Delivery time initiatesstage 3 of manufacture.

Regularchecks,

ElectricControllerUnit BrakeController Suit

Simple 4 wireconnectivity,trailer mount,controls one

axel up to2000kg


Multiply dependenciesfor axle and brakecomponents, all aspectsmust be delivered

together or stage 3 willfall behind.

Annual checks,replace ifrequired

Breakaway Kit Battery andeasy mountcase withincorporatedcircuit boardand LED testbutton


Multiply dependenciesfor axle and brakecomponents, all aspectsmust be deliveredtogether or stage 3 willfall behind.

Annual checks,Replace ifrequired

ReplacementSafety Switch

Spare for usewithbreakaway kit


No dependencies,however it isrecommended the traileris not used without thisspare.

N/A sparepart.

Leaf SpringSuspension

Anti-rattle,1900kgCapacity,galvanised, 9size


Multiply dependenciesfor axle and brakecomponents, all aspectsmust be deliveredtogether or stage 3 willfall behind.

Annual Checks,

Slipper SpringHanger Kit

50mm, for usewith singleaxle, 9 leafspring size


Lights:

LED StripLight

600mmWaterproofConnectableLED Strip Light

5 $100 1/07/13 15/07/13 Buy ALLED Minimal budgetaryimpact, however delayscould push final deliverydate back

Repair if minor(wiring issue),replace foranythingmajor.

Brake/ NARVA LEDSlimline Trailer

1 $54.86 10/07/13 15/07/13 Buy Supercheap Manageable budgetaryimpact, however delays

Repair if minor(bulb change),

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Indicator lightset

Lamp 12V TwinPack

Auto could push final del iverydate back

replace ifmajor.

Wiring SCA TrailerWire - 7 CoreTinned, 10m

2 $47.98 10/07/13 15/07/13 Buy SupercheapAuto

Manageable budgetaryimpact, however delayscould push final deliverydate back

Repair if minor,replace ifmajor.

Trailer Socket Strong anddurable, KTCables MetalTrailer Socket -7 Pin, Flat

1 $16.98 10/07/13 15/07/13 Buy SupercheapAuto

Minimal budgetaryimpact, however delayscould push final deliverydate back

CargoSecuring:

Cargo Netting Elasticated fall

arrest roping,,2x0.4m

1 $5.28 08/07/13 15/07/13 Buy Advanced

Nets andRopes

Minimal budgetary

impact, however delayscould push final deliverydate back

Repair as

required(should requireminimalmaintenance)

KarabinerClips

Lightweightaluminium,50x24x4

10 $6.95 08/07/13 15/07/13 Buy MH Porch Minimal budgetaryimpact, however delayscould push final deliverydate back

Replace ifrequired

Eye Straps6mm

304 gradestainless steelwithcountersunkfastening holes

10 $15 08/07/13 15/07/13 Buy AustralianBoastingSuppliers


Replace ifRequired

Vehicle TieDown Straps

50mm x 3m,rated to2500kg, forsecuring carfor transport

2 $64.33 08/07/13 15/07/13 Buy Tie DownsDirect


Replace ifRequired

VehicleChocks

For securingcar fortransport,rubber,155mm x130mm

4 $194.45 08/07/13 15/07/13 Buy Clark Rubber Minimal budgetaryimpact, however delayscould push final deliverydate back

Replace ifRequired

Total 107 $6832.18 59 Days

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3 Project ScheduleAfter a design is proposed, the final stages of the project can be undertaken.

These will include Design Handover, Procurement and Preparation, Manufactureand Assembly, Testing and Adjustments, operation and maintenance of the

vehicle and finally Decommission and Recycling.

3.1 Design HandoverThe first stage of the post design process is the handover to UQR. This stage willcommence on the 27th after the project plan is submitted, and will run for oneweek. Before construction can begin, the main stakeholder, UQR, must be briefedon design details. This week will also be a time for UQR to suggest refinementsand modifications on the trailer.

Group R4 suggests two meetings throughout the week, one on Monday and

another on Friday. Meeting one will primarily be a briefing for getting UQR up tospeed on design details. The second meeting will be used to glean suggestionsand refinements from UQR on the trailer and to discuss some imminentprocurement and preparation issues.

Also needed to be discussed is the venue for manufacture and assembly. UQRhas access to the workshop facilities in the university however there might bescheduling issues from other projects. This will be handled in the secondmeeting. UQRs suggestions and refinements will be taken into account and thedesign modified if need be.

3.2 Procurement and PreparationFrom the 3rd of June, the refinements form UQR should be integrated into theinitial design leaving the finalised design ready for implementation. Once thedesign is ready, the procurement of the material can begin. The budget inSection 2.2 contains an inventory of all the materials needed and which suppliersthey are to be sourced from. In this stage, the suppliers will be contacted andmaterials ordered. Once each component arrives, it will be examined for qualityand stored until needed in the assembly. Group R4 suggests a period of 2 monthsto obtain all materials, ending on the 2nd of August. Delayed supply ofcomponents could become a scheduling issue. This is addressed in Section 3.7.

Some of the components will need some preparation before assembly can begin.The tapered sections and cut outs can be made according to designspecifications. Taking measurements to make sure everything will fit togethercan also be done.

3.3 Manufacture and AssemblyOnce all materials have been collected and prepared, the project can move intothe workshop, and construction can begin. Ideally, procurement should becomplete by the 2nd of August. The first thing that will need to be done is toassemble the main frame. This will include fillet welding all metal beamsaccording to design specification. Refer to Appendix X for recommended

assembly stages. The base will have to be made first to provide a structure forlatter operations. The chassis can then be welded directly onto the base frame.

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The next step, once the trailer skeleton is complete, is to rivet the tread plateonto the base frame and the aluminium covering onto the top and the sides ofthe trailer.

The axle system will be assembled once the trailer hull is completed. The firstthing needed to be done is the bolt the axle mounts onto the bottom of the baseframe. Then the axle and the brakes can be attached and the tyres assembledonto the axle. The storage doors can be bolted on and the cargo nettingattached. At this stage, the trailer is complete excluding electronic wiring andlighting. Electronic wiring involves connecting the power source from the car tothe rear of the trailer for the brake lighting and setting up the battery for internallighting. A suggested task flow structure for the manufacture and assembly is

depicted in Figure 3.2. Once the trailer and sub-components are manufacturedand assembled, testing and adjusting of the system can begin.

3.4 Testing and AdjustmentThe final phase before the vehicle can be roadworthy and put into operation istesting and adjustments. After the trailer is built on the 1st of November,inspection will be carried out until the 14th of November. This will includechecking for any construction faults, flaws or cracks, reviewing welds for quality,and testing structural integrity. This stage is also designed to catch any lastminute material faults; most of which should have been picked up in theProcurement and Preparation stage.

In order to ensure the structural integrity of the system, the group proposednon-destructive loading of the trailer at the approved weight. Upon loading the

trailer will be checked for excessive deformation and static stability. The trailerwill also be towed at highway speeds to test for dynamic stability. Beforeundertaking these tests it is suggested to perform a tyre balance on both wheels.

3.5 Operation and MaintenanceFrom 14 November onwards the project will have entered the operational phase.

This phase makes up the bulk of the project and spans for the lifespan of thetrailer. At the start of this phase UQR must ensure that the trailer is certifiedroadworthy by QLD transport so that it can be registered and used. UQR willhave to establish guidelines for the operation of the trailer, and will need toensure that all new members of the team are trained in the operation of thetrailer. Should any major changes to either the design or operation of the traileroccur, UQR will be responsible for the re-training of its members to compensatefor these changes. To ensure safe operation throughout its lifetime, the trailer will

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undergo regular maintenance, including tyre changes and general servicing. UQRwill be required to schedule these checks in accordance with the guidelinesproposed by the designer. These guidelines are an annual service before largetrips to check all components are in proper working order. Additionally,replacement of tires must occur every 3 years or after approximately 30,000km.

3.6 Decommission and RecyclingTwo years before the scheduled decommissioning of the trailer, in 2021, a reviewof the current design (including any changes during the lifespan) will beconducted to present any improvements or additional requirements in time forthe design proposal of the replacement trailer. Due to the large lifespan of thetrailer it is likely that there will be many improvements and additionalrequirements owing to the introduction of new technologies during the lifespanof the trailer. This two year period should allow for sufficient time to conduct areview and then Phase 1 (design and manufacture) of the replacement; howeverthe date of commencement of the review is flexible. If the complexities of future

technologies require a longer review, design and manufacture period, the date ofcommencement of this period can be brought forward as it has limited effect onthe operation of the trailer. Upon completion of the testing of the replacementtrailer, scheduled for 2023, the current trailer will be decommissioned. Thedecommissioning process will include the dissembling of the trailer and therecycling of its components. A detailed recycle analysis is included in Section 8.

The overlapping of the first phase of the replacement and the operational phaseof the current trailer will ensure that UQR is not left with a capability gap where atrailer is not available for their use. It is important that the review of the currenttrailer is started at such a date to allow sufficient time for the completion of areplacement before the decommissioning date of the current trailer, so as to

avoid any unwanted extensions to the lifespan of the trailer in order to avoidsuch a capability gap.

3.7 Critical IssuesIn any project with each phase depending on the completion of a precedingphase, critical issues may arise. A critical issue is an issue in any phase of theproject that will have an effect on the completion of the project as a whole. Themajority of issues attached to this project that have the potential to becomecritical are related to timings. Table 3.1 outlines critical issues of the project aswell as prevention measures for each.

Table 3. - Identification and Prevention of Critical Issues

Stage of

Project

Potential Critical Issue Stages of Project

Affected

Prevention

HandoverPhase

UQR require majordesign change thatcannot be completedduring the two weekhandover phase.

Procurement &Preparation,Manufacture &Assembly, Testing &Adjustments,Operation.

Continuation ofweeklymeetings withUQR to ensurea clear scope

Procuremen

t &Preparation

Delays in supplier

manufacture orshipping.

Manufacture &

Assembly (someitems), Testing &

Ordering

important itemsearly

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Phase *Outcome may vary.See Table 2.1 for

details*

Adjustments (someitems), Operation(all items).

Manufacture& AssemblyPhase

Busy workshop/UQRSchedule results intrailer receiving lowerpriority, thus delayingthe assembly.

Testing &Adjustments,Operation.

Make sure thereis time inadvance forbuild

OperationandMaintenance

Intended life is not met Operation andMaintenance

Regularmaintenancechecks

4 Risk and Opportunity Management Plan

4.1 Risk AssessmentFor this project plan, a decision was made to categorise all risks in the followingmanner:

Commercial includes all financial and material risks

Technical risks directly associated to the trailer

Management & Schedule risks involved within the management of Group

R4

Supplier & Stakeholder Risks with suppliers for the trailer, as well as

stakeholders of the project (including future stakeholders to UQ Racing forimplementation of design)

Safety risks that would cause potential harm to personnel involved in the

project.

Environmental risks which have a detrimental impact on the

environment, both natural and human.

In order to effectively identify and analyse risks involved with this project,multiple methods were selected for use. The first of these was the application ofa Failure Modes, Effects and Criticality Analysis (FMECA) to all risks identified.

The purpose of this approach was to determine an appropriate ranking of risks interms of both their likelihood of occurrence as well as the consequences of suchoccurrence, from which an overall criticality ranking could be determinedaccording to a risk assessment matrix (refer to Appendix X.X for an example).

As it is the desire of Group R4 to mitigate ideally every associated risk with thisproject, FMECA will be applied a second time to risks once a treatment andmitigation plan has been applied (details provided in the following section). Theaim of this re-application is to make a judgement of any critical risks that primarystakeholders must be aware of for the project to succeed. Consult Table 4.1 forthe completed risk assessment.

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4.2 Treatment and MitigationTo counteract the possibility of associated risks occurring, R4 have devisedpossible treatment and mitigation strategies that could be applied. It is expectedthat through the application of such strategies, the criticality of risks would besignificantly reduced such that all are maintained at a manageable level. Similar

to the context report, risk tracking was also applied to rank risks in terms ofseverity and manageability, from pre to post mitigation.

Along with the identification of any risks associated with current and futurestages of the project, effective management plans must be put in place to ensurethe occurrence of these risks is prevented. As shown in Table 4.1, a suggestedmitigation strategy has been outlined for each risk it is the recommendation ofR4 that future project stakeholders adhere to these strategies for riskmanagement and mitigation. Through the use of a risk tracking procedure (seenvisually by the matrix in Figure X.X), a ranking system can be applied to riskssuch that the most critical can be dealt with first, and the rest following

chronologically from there.It was found through conducting a risk assessment that the technical riskcategory post-mitigation was. Within this, it was found that an insufficient loadcapacity and failure of the braking system were the worst. This is in accordancewith both the overall criticality rating as well as its location in the trackingmatrix. Thus, these risks must be placed at the top of the priority list for thehandover team. In addition to ranking risks, it is a strong recommendation of R4that all mitigation strategies be applied properly; this will ensure that the projectis not affected adversely by any risk whether critical or not.

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Table 4. - FMECA and Risk Tracking Table

Risk Description/Impact

Initial Risk Assessment Results

Treatment/Mitigation

Final Risk Assessment Results

FMECA Tracking

Rank

FMECATracki

ngRank

Likelihood

Consequence

Criticality

Likelihood

Consequence

Criticality

Commercial Risks

1. Materialcosts

External suppliers may choose to adjustmaterial prices if purchasing has notbeen completed, must adhere topotential increases result is exceedingbudget.

Unlikely Major High 4

Ensure contracts are formed andsigned from parties, especially largecost orders. For small orders where acontract is not applicable, ensurebudget has collateral in place.

Unl ikely ModerateMediu

m1

2. Manufacturin

g costs anddelays

Unexpected cost and time additionduring the manufacturing stage; couldbe due to extra man-hours needed,

wastage of materials, and delays insupply time etc. results in exceedingbudget.

Moderat

e Major

Extrem

e 4

Use reliable and establishedcompanies for manufacture. Ensuredependencies for specific build

components have time considerationsincluded to reduce the impact onsupply time.

Moderat

e Minor

Mediu

m 2

3. Ongoingmaintenancerequirements

Lack of provision for futuremaintenance requirements would leadto added costs to UQR not considered inthe budget.

Unlikely ModerateMediu

m2

Conduct a life cycle analysis to predictrequired maintenance in future.Budget collateral to allow for futuremaintenance costs.

Rare Minor Low 1

4. Delivery,freight andhandlingcosts notaccountedfor

Allowable budget may not include thecosts of delivery for materials, alongwith transport of trailer componentsonce complete. Suppliers may neglectto reveal freight costs until purchase iscomplete.


m3

Research all suppliers and requestfreight costs before purchase; includethese in both budget and procurementplan so they are not forgotten. Useonly Australian suppliers which wouldreduce shipping and handling overall.

Rare ModerateMediu

m1

Technical Risks

5. Insufficientload capacityfor trailer

Incorrect material selection or loadcapacity calculations would result in thetrailer failing catastrophically duringoperation. This comes at a great costand safety risk to UQR.

UnlikelyCatastroph

icExtrem

e4

Carry out proper loading calculations,with the inclusion of worst-caseloading and applied safety factors toensure maximum load requirement ismet.

Rare Major High 3

6. Brakingsystem isinadequate

to allow self-brakingcapability

Without self-braking, extra load isplaced on the tow vehicle; inemergency situations, this may provefatal. Also, if trailer becomes detached

from vehicle there is high dangerassociated with it being unable to stopitself.

Unlikely Major High 4Electrical supply unit on trailer toallow Electric Braking System to work

when unhitched from tow vehicle.

Unlikely Minor Low 1

7. Trailer isstaticallyunstable

Trailer is unable to remain stationarywhile unhitched from tow vehicle.Causes a severe restriction for loadingrace vehicle and equipment into thetrailer.

Unlike ly ModerateMediu

m2

Ensure centre of gravity for trailer islocated in front of axle, and alsosituated as low as possible (such asby storage of heavy equipment belowlight).

Rare Minor Low 1

8. Lifetimerequirementis not met

If lifetime is shorter than expected, UQRmust spend unnecessary money for anew trailer. May also need to re-evaluate design to ensure it doesntcontinue to fall short of expectations an immense cost.

Unlikely Major High 3

Conducting a lifecycle fatigue analysisof trailer, adhering to expected usagerequirements but with the inclusion ofpotential unseen extra uses. Over-engineer to exceed the minimumlifetime.

Rare ModerateMediu

m1

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9. Failure ofloadingmechanismfor racevehicle

Race vehicle is unable to be loadedwithout damage requires extra timeand money spent on repairs to thevehicle. If personnel constraint not met,the design is essentially a failure as itdid not meet criteria.

Moderate

MajorExtrem

e3

Testing of loading mechanism throughCAD simulation and manualcalculations; consultation with UQR forrealistic predictions of personnelrequired and demonstrations ofcorrect loading.

Rare Major High 3

10. Insufficient storagespace withintrailer

No storage order was provided, sodesignated storage component in thetrailer may not fit all necessaryequipment. In a minor case, loadingequipment may be laboured anddifficult.

Unlike ly ModerateMediu

m3

Conduct conservative volumecalculations (simplifying geometry foroverestimate); apply CAD to model allequipment and prove that allequipment can be stored and isaccessible.

Rare ModerateMediu

m1

Risk Description/Impact

Initial Risk Assessment Results

Treatment/Mitigation

Final Risk Assessment Results

FMECA Tracking

Rank

FMECATracki

ngRank

Likelihood

Consequence

Criticality

Likelihood

Consequence

Criticality

Management Risks

11. Incorrectprojecttimeline

Might be due to numerous minor delaysthroughout project. Causes a delay inhandover from Group R4 to UQR forimplementation stage. Result would beloss of stakeholder support or seekingalternate design teams.

Unlikely Moderate High 4

Create and implement a thorough andaccurate Gantt chart of projecttimeline. Ensure it is readily availableto all team members and supplied tohandover team.

Rare ModerateMediu

m1

12. Revisedprojectdeadlinesgiven byUQR

Final project deadline for trailer mightbe shifted forward, thus requiringearlier completion of the designproposal by R4 to allow for build time.Places pressure on the group and maycause inadequate design.

Rare Major High 4

Maintain open lines of communicationwith UQR. Impose a contractualagreement to the build to ensurealternate design teams cannot beemployed.

Rare Major High 3

13. Withdrawal of teammembersfrom theproject

Might be due to personal issues, healthor otherwise, but will require R4 tocontinue with knowledge gaps andinconsistencies in the proposal; worst-case may be that the group mustwithdraw themselves entirely.


m3

Ensure all team members are wellversed across all knowledge groups.Adhere to every milestone andtimeline phase, thus minimising theimpact of an increased work load dueto loss of team members.

Unlikely Minor Low 1

Supplier & Stakeholder Risks

14. Loss of interest inproject

UQR no longer require design of a newtrailer, or alternatively choose to seekassistance from other sources. Otherstakeholders may remove themselvesfrom affiliation with project loss ofsupport/possible funding.

RareCatastroph

icHigh 4

Upon approval of the design proposal

by UQR, formulate a contractprotecting R4 and other stakeholdersfrom financial and general liability inthe case of loss of interest.

Rare ModerateMediu

m1

15. Incorrectspecifications or poorquality ofpurchasedmaterials

Any parts received from externalsuppliers could be incorrect comparedto the order, or may be supplied withquality issues (such as cracks orwarping in metal). Results in areduction in overall quality of the traileror even failure to operate, as well asdelays for exchanging parts.

Moderate

MajorExtrem

e4

Allow for minor leniencies withinprocurement plan in case ofdisruptions. Ensure clear and concisedata and requirements are provided tosuppliers to remove the chance ofmiscommunication. Only useaccredited and reliable suppliers.Inspection of all materials before use.

Rare Major High 3

Safety Risks16. Injury to Processes involved in the Unlikely Catastroph Extrem 4 Ensure all personnel have certified Rare Major High 3

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workshoppersonnelduringmanufactureandfabrication

manufacturing process pose severehealth risks to those involved. Examplesinclude severe burns from welding andinjury from movement of heavycomponents. Critical injury or evenfatalities could occur.

ic e

competency for processes such aswelding. OH&S forms to be completedby all to ensure knowledge of risks.Use of all available workshop tools(e.g. crane lifts) for movement oflarge components.

Environmental Risks

17.Estimates ofeco-friendlydesignincorrect

Greenhouse emissions due to trailermight be unexpectedly large(inefficiency for fuel consumption etc.),resulting in larger footprint and badreputation of stakeholders for goingagainst initial premise.

Rare Moderate Medium 2

Carry out investigations of fuelconsumption and the effects of dragreduction due to designimprovements. Use certified eco-friendly Australian suppliers to cutdown emission outputs associatedwith international transport formanufacture stage.

Rare Minor Low 1

18.Affiliation

with non-eco-friendlysuppliers

Overall footprint for UQR based on

trailer would decrease due to non-recycled materials, any other harmfulprocesses to environment.

Rare Moderate Medium 2

Confirm the integrity of any suppliersprior to establishing a partnership

with them. Make sure any supplierscan guarantee their eco-efficiency toavoid hollow promises.

Rare Minor Low 1

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1.1 Opportunity ManagementFrom the context report, R4 were able to identify a number of opportunitiesassociated with the project planning stage that, were they to be achieved, wouldserve to improve the overall quality of the project and provide extensive benefitsthrough every stage of the project from design to implementation. Possible

techniques to potentially fulfil these opportunities were also described, and itwas the aim of R4 to implement such methods effectively. Upon reflection at thislater stage of the project, it was found that the group was unable to actuallyachieve these opportunities despite the strategies outlined. This wasnt adetriment to the project, but rather an inability to produce a result exceedingexpectations. For example, sponsorships and discounts were unable to beestablished between R4 and suppliers despite this, the design will stilleffectively meet the budget restriction and also satisfy all design criteria.

Although it is outside the scope of the project for R4, there is still the potentialfor ongoing and new opportunities to arise in future stages; that is, UQ Racing

will have opportunities post-handover, mainly within the implementation stage.Table X.X outlines these newly identified opportunities, as well as methods toachieve them. Although the overall effect of identifying project opportunities is abenefit to quality of the project, a management plan should still be utilised bythe handover team to reach the full potential. R4 recommends that theimplementation of methods in Table X.X will serve as an effective opportunitymanagement plan to use.

The most obvious opportunity available to UQR is obviously the implementationof a new trailer design which exceeds the functionality of the current design. Thisopportunity has been excluded from the following table, as it is the firm belief

and primary goal of R4 to present a potential design which will satisfy thisopportunity.

Table 4. - Opportunities Related to the Project

Identification and Effect of Opportunity Method of Fulfilling

Opportunity

Manufacture of trailer is completed ahead ofschedule: estimated manufacture time fortrailer will be provided by R4; this haspotential for improvement by the handoverteam. The result is not only faster completionof the trailer, but a significant financial gaindue to reduced labour costs. This may beapplied to extensive testing or otherwisedifferent areas of the organisation.

R4 recommends that thehandover team research allavailable sources for themanufacturing stage. It ispossible to identify the mosteffective and skilled team fromhere. Use of a local team (UQworkshop) would negate anytransport or delivery delays aswell.

Maintaining a green trailer design: Followingthe Eco Analysis presented in the ContextReport, it is possible to minimise theenvironmental footprint associated withoperation of the trailer. This provides UQR

with a strong reputation among studentbodies as well as representing all

Ensuring the use of eco-friendly suppliers andmanufacture processes;investigating renewable energysources if budget allows;

forming a recycle plan fordecommissioning of the vehicle

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stakeholders in a positive manner. to minimise material waste.

Decommission of vehicle returns revenue: R4has presented a recycle plan which, ifadhered to by UQR, will serve to generaterevenue at the end of the operation lifetimefor the trailer. This provides valuable extrafunding for future design developments.

With reference to Section X, arecycle plan has been providedby R4. In order to fulfil theopportunity of revenue post-operation, UQR must adhere tothe guidelines set out in thissection.

Maintain safety standards: R4 seeks toprovide plans for the handover team toensure safety of all involved parties for futurestages. Additionally, safe operation of thetrailer for its lifetime is desirable, without theneed for ongoing maintenance.

Abiding by R4s maintenanceplan and recommendedstorage procedure will preventinjury to UQR personnel andminimise loading labourrequirements. Regular referralto the plan is required.

5 Communication and Documentation ManagementPlan

5.1 Communication ManagementCommunication is one of the indicators towards success for any type of project.Efficient communication is needed for any project to be successful. A network ofcommunication between the stakeholders and the group members must be setup first before the project commences. In order to stay on top of operations, ourgroup had identified several stakeholders and they will be notified regularly in

regard to project progress and the inevitable changes that will occur. These willbe presented professionally and effectively in order to maintain the respect ofour stakeholders.

All the stakeholders who require communication have been collected and theirlevels of importance are identified using the four square diagram (see Appendix11.6 for an applicable copy of this diagram). As the level of influence increases,the level of importance also increases. Thus each of the stakeholders will have adifferent means of communication in regards of their importance. All of thestakeholders who require communication have been collected and organised in

Table 5.1 below.

Table 5. - Stakeholders Requiring Communication

Type Stakeholder Communication Management

Low Suppliers:

-One Steel

-Superlight

-Advanced Netand ropes

The suppliers are being classed in low level ofimportance because they have little influenceover the project except in regards to materialssupply. Thus communication and documentationsupplied will occur only when deemed necessaryfor sourcing materials.

Medium -FSAE-Queensland

-The medium level of importance and thus morecommunication with and document access isgiven to these stakeholders. Their approval is

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Transport required for the trailer to be manufactured andutilised. A specified report regarding the trailerwill be send to these groups. The report will focuson the trailer design that complies with the legalregulations as well as environmental assessment.

High -UQ Racing

-University ofQueensland

UQR will be left responsible for the remainingphases of this project from implementation tocompletion. Thus they will be given a high level ofcommunication and full access to alldocumentation. A high level of communicationwith University of Queensland or to be specifyRussell Boyce as we need him as a person tocomment on our design ideas and give feedbackon it.

Based on Figure 5.2 below, group R4 will act as a designer for the trailer. Afterthat, the completed design will be handed over to the UQ Racing team. Figure 2is what we suggested for UQ Racing to implement while building andmanufacturing the trailer. All the stakeholders who require communication arebeing collected and put into their respective area for ease of furthercommunication.

Implementation Team

Figure 5.2 are the means of communication within our groups. This is to makecompiling and identifying certain things easier as each of team members hadbeen assigned to specified areas.

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Figure 5. - Communication within R4

The table below gives an outline of expected communications to take place anddocuments created at each stage of the project. Column 1states the documents,communications and/or advised actions involved. Column 2 is the stakeholdersand project developers involved. Column 3 covers the expected completion datefor the certain stages of the project. This only gives an outline and predictedschedule; of course, some changes may need to be made depending on timingand or success of testing and reviews.

R4 have endeavoured to produce a manufacturing plan that may be used by UQRto assist with future project stages. Provided in Appendix X.X

Talk about the Manufacturing plan here briefly reference to Gantt chart inAppendix X.X.

Table 5. - Communications and Document Schedule

Communication/Documents Presented&

Suggested Plan of Action

Stakeholders

Involved

Completio

n Date

Design Handover

Group 4 delivers the Project plan to UQ

Racing Trailer design and procurementplan, cost analysis, OH&S guidelines, riskand opportunity analysis and communicationand document management plan.

Group R4

UQ Racing

3rd June

2013

Establishment of Implementation Sectors and Design Refinement

General overview of project plan. Thisincludes the project scope, intention, briefschedule, and contact information. DesignReview& legal patent and manufactureapproval. Assembly of manufacture, financial

and procurement teams.

University ofQueensland

UQ Racing

UQs Workshop

QLD Transport

10th June2013

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Procurement & Preparation

Procurement of raw materials as per designspecifications.

Preparation of UQs Workshop for

manufacture.

OH&S observation involved from this point toproject completion.

UQ provided with workplace inspectionreport.

Financial/procurement

University of

Queensland

UQ Racing

UQ Workshop

UQ OH&S Advisor

Suppliers

24th June2013

Trailer Manufacture & Assembly

Assemble structural steel and aluminiumcomponents as per the manufacture processwithin report. Installation of systems -lighting, jacks, winches, wheels and axle,brakes and tow hitch mechanism. As perreport specifications.

ManufacturingSector

UQ Racing

UQ Workshop

1stNovember2013

Testing & Adjustment

Run testing on the fundamentally completedtrailer as per the manufacture & testingsection within the report. Make minoradjustments if deemed necessary through

testing.

Group R4

UQ Racing

Manufacturing

sector

UQ Workshop

14thNovember2013

Superficial Assembly

This task was not within the project scopefor Group R4.

Involves the aesthetics of the trailer such aspainted exterior with sponsor logos.

UQ Racing

Sponsors

Suppliers

Financial/procurement

1stDecember2013

Operation & Maintenance

At this stage of the project the trailer isdeemed functional and ready for transport tothe FSAE competition in Melbourne. Annualmaintenance checks are to be carried outwith detailed reports filed as per trailermaintenance section.

UQ Racing

Suppliers

Ongoing

Decommissioning

Upon reaching the operational lifetime limit,the trailer is to be decommissioned andrecycled. Detailed reports of all aspects of

Group R4UQ Racing

2023

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the trailer are to be compiled and sent to R4to show degree of satisfaction and for designreview.

UQ Workshop

5.2 Lines of Communication

Group R4 divided the communication methods applied in the design phase intothree categories, of which we propose in the coming phases of this project:

1. General/Informal - This category is only acceptable within Group R4 andthus UQ Racing because remaining stakeholders need to be handled with ahigher degree of professionalism. It consists of the discussion via onlinegroups created for example Facebook, as well as during non-meetingtimes and emails between team member

2. Formal - All formally scheduled meetings between group members aloneand/or with stakeholders, as well as the presentations or progress reportsare deemed within this area. The date time and location of said meetingsis to be set a minimum of two weeks in advance in writing andacknowledged by all involved at least one week prior. Documentation willneed to be provided at each event, a record of minutes created andpassed to all participants. Any emails to any other stakeholder or supplieris classed as such as it is essential to be formal and professional, whilemaximising productivity especially when their time comes at a cost.

3. Time critical - Phone calls can be used for time critical communicationshowever these should be restricted to emergency situations within theprimary team, whereas only formal communication should be applicablefor the stakeholders and manufacturers un less unavoidable. Such as, in

situations such as unexpected delayed shipping or progress updates onmanufacturing etc.

A complete stakeholder communication reference matrix (Table 5.3) is a detailedreference for communication between each stakeholder.

Table 5. - Communication Levels of Stakeholders

Team

Lead

er

Team

R4

UQ

R

UQ

Worksho

p

Russel

l

Boyce

Supplie

rs

Manufacture

rs

GroupLeader - 1, 2,3 2 - 2,3 2,3 2,3

Team R4 1,2,3 1,2,3 2 - 2

UQ Racing 2 2 1,2,3

2,3 2 2,3 2,3

UQWorkshop

- - 2,3 1,2,3 2 2,3 2,3

RussellBoyce

2 2 2 - - - -

Suppliers 2,3 2,3 2 2,3 - - -

Manufactur 2,3 2,3 2 2,3 - - -

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er

5.3 Documentation ManagementAll communications such as those at meetings and ideas, design proposals,reflections and design calculations made by the individual members within Group

R4 have been retained in Engineering Workbooks which are to be temporarilyhanded to UQ Racing for review. However more importantly is theDocumentation stored on the Cloud file sharing system Dropbox, which allows forquick and effective sharing and storage. UQ Racing will be granted unlimitedaccess to the data copies of documents pertaining to the design as well as theoptions to add their own expansions relative to implementing the design. Thestakeholder and suppliers will have access to these files through the file sharingsystem or hard copies upon UQ Racings discretion. A weekly back-up of alldocuments has been maintained and is advised to continue in the unlikely eventof data corruption or loss of files. Below is an image taken directly from Dropboxillustrating the file layout. Within the primary folder, FSAE Transport Trailer for UQ

Racing, are three subfolders. All files of technical and design drawings fromAutodesk Inventor are stored within the CAD Files folder for detailed illustrationsof the trailer design such as dimensions, structural analysis and aerodynamicflow. These may only be accessed by UQ Racings Engineering sector and are notto be modified. A digital copy of the Project Plan is contained within its relativesubfolder along with all relative meeting documentation and individual stages ofdevelopment compiled. This will be the primary source of information requiredfor UQ Racing and the relative stakeholders, to complete the FSAE Transport

Trailer.

Figure 5. - Layout of Handover Dropbox Folder

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6 Key Performance Indicators

Table 6.- Key Performance Indicators for Implementation of Design

KPI Expected Value Actual Result

Reduction in framematerial

50% 65%

Meeting attendance 90% 93%

Drag force reduction 25% 45%

Criteria fulfilment 100% 110%? (Innovative extra)

The reduction in material of the trailers is just focused on the base frame. The

amount of material used by the chassis of the old and new trailers is similar, butthe new trailer redistributes the material for greater effectiveness. The baseframe has managed to reduce the amount of material used by 65%. This hasbeen accomplished by reducing each individual beam size and the number ofmembers. By doing this, the trailer has a lighter weight which helps reduce fuelconsumption and overall running costs.

Meeting attendance has been reduced since the context report submission, butthe overall key performance indicator set from week 1 has still been met. Therehas been a reduction from 97% to 93% for attendance as all team members havehad other commitments to other subjects like mid-semester exams nearing theend of the project plan, and the odd emergency excuse.

Due to the shape change made to the front of the trailer, the drag force has beenreduced by 45%.This has almost doubled what was originally set in place as akey performance indicator. By decreasing the drag force, fuel consumption andoverall running costs are also reduced.

In the early stages of the project, the main goal was to have 100% of criteriafulfilled, at a high level. This would mean that the primary stakeholders werehappy with the work we as a group accomplished, and with our timemanagement skills. This key performance indicator has been met throughout thewhole project with all design principles. The excess money allocated for the

project has been put into optional extras, this includes solar power for nighttime use of the trailer, and a step ladder just to mention a few. A recycle planand green analysis has also been included as an innovative extra for the projectso that when the lifetime of the trailer ends, there is revenue return for the UQRacing team.

- Just double check youre happy with this Matt, and if I need to add any more letme know!

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7 Team Processes7.1 Project Management

The engineering industry frequently utilises techniques of project management inorder to ensure projects are conducted in a professional and efficient manner.After research into currently recognised procedures, R4 came to the conclusion ofapplying the following procedures throughout the course of this project.Established management criteria are shown in Table 7.1, which includes theprocess and knowledge groups associated with project management.

Table 7. - Management Techniques

Process Stage Knowledge Groups

Initiating Project Scope Management

Planning

Project Time Management

Project Cost Management

Executing Project Quality Management

Monitoring and ControllingProject Communications Management

Project Risk Management

Closing Project Procurement Management

The knowledge groups above were those which were most applicable to theprojects progression. The subsequent sections of this report will highlight how

these methods were executed and reflect proper project management.

The initiating, planning and executing process stages include definition of thescope of the project, refining the objectives and establishing the required thecourse of action. These stages manage the scope, time, cost, and qualitymanagement knowledge groups. From the first deliverable in the context report,both scope and necessary milestones were established in accordance with theproject brief provided by the primary stakeholder UQ Racing. Upon receivingfeedback from UQR, it was noted that the scope was well defined, and nochanges or additions were required. After proposing multiple options to meet thedesign requirements, UQR has confirmed selections for proposed equipment

storage, loading mechanism, brakes, lighting and structural framework. R4 willimplement these in the final design proposal accordingly.

The monitoring, controlling and closing process stages involve tracking,reviewing, regulation of the progress performance, identifying areas forimprovement, making changes as well as finalisation of the project for handover.

These processes are important in the communication, risk and procurementmanagement sections of the knowledge groups. In order to contribute to theseprocesses, a weekly meeting schedule was implemented to track allocated tasksand offer group collaboration where needed. After thorough examination of boththe risks and opportunities associated with the project, R4 deemed it acceptableto proceed, as per the context report. After strong feedback from the client onthe context report, the project plan has been detailed and finalised in order tobegin procurement and closing.

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7.2 Knowledge Groups

7.2.1 Scope ManagementProject scope management involves definition and documentation ofstakeholders requirements and developing a detailed description of the project,as well as constant referral to the scope to ensure all project conditions were

being met. The scope is entirely based on the requirements set out by thestakeholders, including keeping within the budget and weight limit, producing aloading system that only requires two people, designing an on-board self-brakingsystem, storing equipment and race car in lockable storage, and complying withQLD transport laws. The scope must be the main focus for the implementationteam. The final scope was completed as a separate document, and placed inDropbox for all group members to access. On top of this, weekly mentormeetings allowed the group to further enquire about client requirements. Theproject was broken down into sub-tasks within the group. These sub-tasks helpedform the basis of the Gantt chart with set deadlines, which could be readily usedby all team members as a management tool. After receiving feedback from thefirst deliverable, the project scope was deemed all inclusive and approved by theclient.

7.2.2 Time ManagementTime management is essential in order to meet deadlines and run a professionalproject. This includes defining feasible milestones whilst taking into accountconstraints. In order to achieve this, a definitive project schedule was createdand implemented. This allowed the group to stay focused and aware of upcomingmilestones at all times. The schedule contains time frames for the testing phase,training, marketing and decommissioning phases; and can be seen in ProjectSchedule.

An indication of strong time management is whether tasks are completed todeadlines and to a high standard. In order for this to happen, time managementtechniques need to be employed to ensure the team functions smoothly. Havinghigh work efficiency, strong leadership and productive completer finishers withinthe groups network sets the time management techniques in place. The primarytime management technique for R4 was the Work Breakdown Structure. Thisentailed breaking up large sections of the project into smaller sub-sectionsinvolving all critical aspects; groups of 1-3 members were formed to completesuch sub-sections. By following a Gantt chart created with MS Project, the teamsprogress could be visually modelled and managed. The Gantt chart included

upcoming due dates, tasks that needed to be completed each week and who wasworking on each task. A copy of the Gantt chart can be seen in Appendix 11.3.

The group leader had the responsibility of ensuring all members completed theirallocated sub-sections by the deadline. This worked extremely well, aided byconstant Facebook reminders and individual enquiries during meetings, to keep a100% completion rate before due dates. The team leader also had theresponsibility of making the final executive choice during group decisions in theevent of split votes. The major project tasks and deadlines are shown in Figure7.1.

On top of this, meeting minutes were used as a time management technique

during group meetings to monitor meeting performance. This helped show howefficiently the meetings were being run and possible improvement areas. The

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minutes also included an attendance list to ensure all members were equalcontributors. Showing how effective this management aspect is, there is to datea 97% attendance ratio.

7.2.2.1 Lessons Learned

Planning a strong project plan from the very start is essential

Utilising a regularly updated Gant chart for team management and

milestones

Having a formal and structured team meeting agenda, formatted in

advance

Engaging in mentor meetings in a meaningful and effective manner

When the whole group has a clear idea of what tasks need to be done, theproject can proceed efficiently and effectively. By having a strong and wellunderstood project plan implemented form the first week ensured all teammembers were constantly prepared and knew what was expected of them. Theteam felt that this allowed for optimum work results without the added pressureof stress and miscommunications. This process was aided by the use of a wellmaintained Gant chart. Group members expressed early on in the projectdevelopment that this should be a key factor in the management flow. Becauseof this weekly updates were made and posted in a public forum, Dropbox. Afterinitial turbulence with unstructured team meetings, a more formal and structuredapproach was taken. The team leader was responsible for establishing a clearagenda which the groups left help meeting run in a more efficient and time

effective manner. This also kept team moral high, as productivity was evident.Finally the productive use of mentor meetings was initially lacking, questionswhere forgotten and time was misused. However this was rectified by preparingquestions in advance with the weeks task in mind as well as taking notes duringthe mentor session for future reference. Overall this allowed the mentor meetingto have a more positive impact.

7.2.3 Cost ManagementCost management is critical not only to the planning stage but to ensure aproposal can be closed within the clients specified budget. This entails dividingup funds to different aspects of the project and will often involve sacrifices tosome sections in order to ensure more critical sections are complete to therequired standard. The project has been broken into budget categories materials structural, lighting, additive and manufacturing. Structural materials will begiven the highest budgetary consideration due to safety and functionality. Whileadditives, though adding convenient and a unique point of difference may needto be sacrificed or modified to meet requirements. The main and overarchingconstraint will be manufacturability. This will be scrutinised in all aspects of thedesign to minimize cost. The budget constraint is $10,000.

7.2.4 Quality ManagementThe complete trailer must abide by QLD transport laws, as well as adhere to therequirements set by the primary stakeholders. This means that the quality of

selected materials and processes needs to be of a high standard. Preliminaryquality checks will encompass meeting the predetermined guidelines, including

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1000kg bearing load and 500kg trailer unloaded. Once this is established a lifecycle analysis will be conducted to ensure long term quality of the trailer.Furthermore the team strives for quality within report and presentation aspectsof the project. This is maintained though excellence time management asoutlined about as well as strong communication and work ethic within the group.

7.2.5 Communications ManagementProject communications management is the key aspect in exchanging projectinformation successfully. Functional communication was established to allow theflow of both documentation and verbal conversation. The two most prominentlyimplemented tool to facilitate this were Facebook and Dropbox. From theinception of this project a closed Facebook group was established, titledMECH3600 R4 Group This allowed members to interact freely and frequently,taking less than an hour for all members to view recent posts. Furthermoreonline folders were arranged using Dropbox to allow the exchange and storage ofproject files. This allowed for upload dates and times to be seen by all members,

with the latest copy being available. A Document Manager was allocated, to keepfolders and files organised and accessible within the Dropbox system.

For the next stage of this report to proceed smoothly the below structure hasbeen defined within the group, Figure 7.2. It is vital to point out that during thisfinalising stage having open channels for communication is essential.

7.2.6 Risk Management

In order to produce a viable product to the client all risk factors must beassessed and quantified. During the initiation and planning stages managementand supplier risk were the main focus. Now, however, as the proposal movestowards finalisation and execution the technical risk will be the main focus. Astandard procedure has been applied in both cases and is detailed in the Riskand Opportunity management plan of this report. For this project to precede allrisks must be recognised and treated to at most a medium risk.

7.2.7 Procurement ManagementFor a project to run smoothly in the final build stage a comprehensiveprocurement plan needs to be developed. A procurement plan needs to conceder

not only what is needed but also when it is needed and how it interacts withother aspects of the build. Furthermore possible errors need to be taken intoaccount during the ordering process as well as the effect these will have. For

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Figure 7. - Communication Structure


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example possible breakages to fragile pieces, poor manufacturing or shippingdelays all need to be taken into account. This is also included into the riskevaluation. While the build is outside of the scope of this report it is theresponsibility of this team to provide a smooth hand over to the next stage. Toensure this happens, a comprehensive spread sheet has been used integrating

both procurement and budgetary requirements.

7.3 Team Management

7.3.1 Leadership and Team RolesIn order to encourage the best possible potential from this group arrangement, itwas unanimously decided to elect a team leader. Responsibilities attached to thisposition include allocating tasks, organising weekly meetings and maintainingdaily communications with all members. Due to the majority of the group scoringhigh in the leadership sections of the Belbin Test, the leader was selected basedon their eagerness towards the project. The group agreed that having a teamleader brought the team closer together and allowed for more definitive

accountability.

Due to our team having many natural leaders, each member was enthusiasticand capable of stepping up to take on support roles when needed. This helpedspread the workload and took pressure away from the leadership role, allowingthe leader to work as part of the engineering design team. Members wereassigned key roles based on their strengths within the group. While this was nottheir exclusive role within the team, it was clear to all other members who theycould turn to for help in these areas. The leadership hierarchy can be been inFigure 7.3.

7.3.2 Team ProcessesHaving enthusiastic and motivated team members is evident in the quality ofwork produced. In order to assess how individuals felt about the groupsperformance on a whole, a survey was conducted outlining the details of teamwork. Theaim of thesurvey was to gauge what the group felt worked well and what could beimproved in the weeks to come. Each section was rated out of 5 and the averagescore is shown in Table 7.2.

Table 7. - Team Survey Results

Question Results

1 Work was completed on time 4.5

2 Each member understood what was required from them 4.5

3 Mentor meetings were efficient 3.5

4 Team meetings were efficient 4.2

5 The Gantt chart was maintained and effectively used 3.8

6 Attention to tasks mimicked what was required from themarking scheme 4.2

7 The workload was distributed well between team members 4.3

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After examining the results of the survey, it is clear that the team is happy withthe current working environment. The two top scores were completion rates andunderstanding individual requirements. This is very indicative of the perceived

group dynamics and highlights the strong work ethic instilled within the teammembers. The only two to drop below 4.0 were the efficiency at mentor meetingand the use of the Gant chart. As was noted earlier, it has already been madeclear to the team that mentor meetings where not being used to their fullpotential. Also outline in the Time Management section is the strategyimplemented to overcome this. However, it was not previously known how thegroup left about the use of the Gant chart. After this survey was conducted eachteam member was advised to download Microsoft Project to ensure everyoneplayed an active role in maintaining and understanding the flow of the Gantchart.

7.3.3 Belbin AnalysisInitially Belbin tests were completed by each team member to see the varietyand potential of each team member within the group. After this was completed,each member talked about their strengths and interests within the project. Roleswere mainly delegated based on individual strengths, which appeared to mimicthe Belbin scores. During a seven week period, the motivation and work ethics ofeach team member may have changed, so a second Belbin test was conductedin week eight to assess differences. These can be seen in Table 7.3.

Table 7. - Belbin Team Week Comparison

Team Member Week 1 Results Actual Team Role Week 8 Results

Anthony Monitor Evaluator Monitor Evaluator Monitor Evaluator

Aiman Coordinator ResourceInvestigator

Plant

Judah Shaper Shaper ResourceInvestigator

Matt Team Worker Completer Finisher CompleterFinisher

Melissa Coordinator Coordinator Coordinator

Robbie Coordinator Team Worker Coordinator

Tom Coordinator Team Worker Coordinator

Anthony: Anthonys Belbin results show that he is a strong monitor evaluator,and has been within this role throughout the project. Whenever a proposal wasbrought forward he evaluated pros and cons and shared them with the group todiscuss; a useful skill when making executive decisions.

Aiman: Aimans week 1 to 8 results have changed dramatically. From week 1 hewas in a position to potentially be the team leader, like three others, but was

delegated the main role of researching investigator, based on his discussedstrengths. As the weeks progressed he came up with new and innovative ideasfor the project assuring his role as the teams plant.

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Judah: It can be seen that Judah is a strong shaper, and it has shown in his workethic. Upon being given the structural analysis section with Tom, he managed toovercome problems faced and kept the project on track. On top of this role healso assisted Aiman in the research department, which shows in his resourceinvestigator result for week 8 of the Belbin test.

Matt: Initially Matt was quick to highlight he is not a leader, but excels atassisting in group environments and organisation. He has been allocated themain job of document manager, which has been done very effectively. On top ofthis, he excelled at final formatting of the context report.

Melissa: Both Melissas week 1 and 8 Belbin tests indicated that she wouldundertake a very strong coordinator role. Outscoring all other team members inthis role, she was appointed team leader. This role was well suited, as she hashigh standards and a strong drive to achieve. On top of this she managed tokeep the team motivated to ensure deadlines were met.

Robbie: Robbie scored strongly in the coordinator role. But due to this role being

taken, he took up the team worker roll working alongside matt in the finalstages of the context report. When work was required he actively volunteered toensure it was completed on time.

Tom: Tom also scored highly in the coordinator roles for both Belbin tests, butdue to this role being taken he opted to become a team worker. He worked wellwith all team members and offered to help with different sections if memberswere struggling. The development of each team members role was based on

Toms investigation into the Belbin results.

Figure 7.4 shows the combined team Belbin scores for week 1 and week 8.By comparing the two graphs it can be seen that both have similar shapes andgenerally have an even spread across all roles. Noticeable standouts are thecoordinator and plant roles. The strongest role is coordinator, with plant beingthe weakest. This shows that the team is full of capable leaders. Due to thegroup being poor plants, it makes sense to have the group work together whencoming up with ideas for the project. It was decided that two or more membersresearch each topic during the initial project phase, and then share their ideasduring group meetings. This ensures that at least two members areknowledgeable in their topic of study.

7.3.4 Conflict Management PlanIn the case of conflict erupting amongst the group, a conflict management plan

has been implemented to counteract this problem. The stages undergone to

mitigate the conflict are as follows: 1) Conflict between team members arise dueto project decisions, 2) Evidence to support each persons argument is broughtforward, 3) The remaining group members vote on their choice, 4) If no decisioncan be made fairly, the group leader makes the final decision on behalf of theteam. Once this occurs, there is no more debate on the situation.

7.3.5 Lessons Learned

Belbin roles should not limit members to certain roles

Smaller teams within the group worked more productively

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Involvement of each member during meetings is encouraged to keep

everyone happy

The Belbin roles showed that our group was full of natural leaders. It also showedthat as a group, we were lacking in coming up with ideas as there were no plants

originally. This helped the group make a decision on using a complex networkconfiguration. By splitting the group into smaller teams, each with their ownsection of the project, the tasks were completed more efficiently and no one wasleft by themselves to come up with ideas. By encouraging the quieter membersto participate in meetings and conversations, new ideas can potentially comeforward, and it ensures the whole team is on the same level with what needs tobe done.

8 Innovative Extra Recycle PlanAs a continuation of the eco-friendly requirement of the project, the material inthe trailer will be recycled upon its decommission. A recycle plan will add to the

sustainability of the project and allow some return on the material used in themanufacture. There are a number of companies in Brisbane offering recycling ofscrap metal and other materials in return for cash. However, recycling will beimplemented at the time of decommission (2023) by which time the market willhave surely changed.

Table 8.1 will identify all parts that qualify for recycling and will include anapproximate mass (where applicable), the type of material (where applicable)and a suggestion for a recycling service in Brisbane as well as some contactinformation. The approximate mass for each component was calculated bymultiplying the material density and volume for each part. The volume was

estimated using a volume analysis in Autodesk Inventor.

Other components of the vehicle can be used in the replacement trailer. Thingslike wheels, lighting, cargo netting and wiring may have lasted through the 20years. Items such as these may reduce the need to buy additional material forthe next trailer.

Table 8. - Possible recycling avenues for parts on the trailer at the timeof decommission

Compon

ent

Material Approximate Mass

[kg]