Life in the Fast Lane

Transcription

1 Life in the Fast Lane David France, IT Director

2 This evening s presentation The Honda Racing F1 Team The Role of IT Managing Change Managing Parts Q&A 2

3 The Honda Racing F1 Team

4 Who we are Member of the exclusive formula one club A global shop window Highly competitive environment Performance improvements are measured in terms of 1,000ths of a second Technology reliant Pushing technology for competitive advantage (materials, ICT, etc.) But not bleeding edge Secretive and security conscious 4

5 A brief history of the team notable facts championship positions Founded in 1997 (acquired the Tyrell Racing team) British American Tobacco, Craig Pollock and Adrian Reynard Honda became joint shareholder with BAT in December Honda became sole owner in December 2005 The Power of Dreams

6 Since childhood, my dream was to become a champion in World automobile racing with a machine I had made myself If there is no racing, there is no Honda. Soichiro Honda Honda dominated Formula One in the 1980s supplying engines to the Williams & McLaren teams 5 drivers championships 6 constructors championships Our dream is to achieve that level of success again 6

7 The Honda Racing F1 Team Operate from 1 location in the UK (Brackley) Race tracks around the world We have Over 650 staff Plus 50 Honda engineers Over 100 people travel regularly A light engineering business With a mobile front office Everyone is passionate about motor racing! 7

8 Our drivers 8

9 The Role of IT

10 The IT team Our aim is to provide the information and communication technology services to enable Honda Racing F1 Team to win the FIA World Championship a virtual team 20 staff 2 assigned to Racing & Testing working with trusted partners & suppliers 10

11 Official Team IT Partners converged communications data storage & back-up solutions audio visual systems pit lane laser communication web-site hosting services SAP development & support voice communications data communications CAD, CAM & PDM 11

12 At the team operations centre High tech. purpose-built factory Sophisticated engineering manufacturing plant 2 wind tunnels Information Technology infrastructure to support The end to end process Multiple buildings Mixture of business systems Common applications e.g. CAD, CAM, ERP, etc Specialist applications e.g. CFD, FEA, etc 12

13 At the race track we have More equipment than most large organisations put into their branch or regional offices Transported around the globe to support each race & test event Has to withstand extreme conditions of temperature, humidity and dust Carry plenty of spares Different challenges each race / each year 13

14 The pit wall timing stand The race control centre IT infrastructure includes: 10 laptop PCs 8 PC displays 18 TV screens Radio to the drivers & pit crew Uninterruptible power supply & generator Wireless laser connection to the garage & factory networks 14

15 At the race track we use Sophisticated on-car Control systems Telemetry systems Specialist garage systems including Timing systems Strategy systems Fuel systems Pit to car radio 15

16 Managing Change

17 To be a successful formula 1 team You must be able to design, build, test and race a car that has the right balance between speed, reliability and safety and be able to develop and improve the performance of the car during the race season at a faster pace than the competition 17

18 How to improve the car Technical regulations Open to interpretation Major changes every 2-3 years Provide opportunity to gain competitive advantage Evolution Rapid, continuous development Revolution Innovation 18

19 Outline Scheduling Date Activity Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2007 Car Build 2007 Season Racing 2007 Car Development 2008 New Car Design & Build 2008 Season 2008 Car Development Winter Tests Racing 2009 Car Advanced Research 19 Design & Build

20 Development with Technical Partners Development of high performance braking systems Development of composite / carbon fibre materials Developing new ways of testing materials e.g. trace element testing Developing improved methods of tyre temperature testing for vehicle dynamics 20

21 End to end process flow Research Concepts Evaluate CFD Aero Design Manufacture Model Wind Tunnel Test Evaluate Design Manufacture Track Test Evaluate/Approve Race 21

22 IT to support rapid car development CFD systems that Enable fast analysis of models FEA systems that Stress analysis of component designs / concepts PLM systems that Supports rapid iterations in part design & manage part versions ERP systems that Provide part traceability Processes Simple & efficient Good usability / ease of use 22

23 Managing Parts

24 Some facts about the Honda RA107 We build 7 or 8 chassis pa for testing & racing More than 80% of the car is designed & built in-house 30,000 aero parts drawn pa 20,000 car parts drawn pa Including revisions 10,000 components in the race car BoM 3,500 drawn by Honda Manufacture over 250,000 components each year Relentless drive to develop & improve the car 24

25 Parts Management: Challenges How do we maximise the value of our budget without compromising safety or reliability? How do we eliminate the possibility of putting the wrong parts on the car? How do we maintain data integrity? How can we achieve end to end traceability? 25

26 Parts Management: Solution Unique part marking & identification Part number, batch number, individual serial number Ensure the car is built using the right parts Maintain virtual car configuration lifing simulation Record detail of the life of each part Kilometres, starts & events Retire parts in good time 26

27 Part Identification Options Laser etch man readable part ID All parts marked this way But errors in transcription Laser etch traditional barcodes Misreading problems Long engraving time Problems when damaged RFID tagging Good for composite parts Not good with metal parts Laser etch 2d data matrix Preferred solution Still readable at 1.5mm & with 25% damage 27

28 Benefits of part marking & lifing Car performance Safety Reliability Knowledge Decision making Costs Value of our budget Ability to budget Operational efficiency Stock control Traceability 28

29 Summary: Integrating IT into the team is a pre-requisite to success 29

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