Review of the Research Program of the Partnership for a New Generation of Vehicles (1994) / Chapter Skim
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Program Issues
Program Issues
Pages 19-30
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From page 19... ...
It is essential that program managers have a detailed master plan that includes all major work plans, major milestones, and required resource levels to accomplish individual program tasks. Program managers must have a clear picture of the progress of the total program in order to properly allocate resources to support priority decisions in a timely manner.
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From page 20... ...
All existing and prospective participants should know how PNGV program decisions will be made so as to minimize confusion and surprises. A Single Government Program Budget Maintaining separate government budgets in separate government departments would only serve to enhance a feeling of program disunity.
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From page 21... ...
As noted earlier, the USABC was heralded as a successful model for collaborative technology development. Similar consortia might be considered for fuel cells, thermoplastics, graphite fiber materials, and other technologies where the industry and suppliers are prepared to invest significant funds with matching contributions from the government.
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From page 22... ...
The committee anticipates that delays in funding or in meeting research goals will require funding alterations in the program. The ability to make fund redistribution decisions is complicated by the present funding control, which resides in the various agencies responsible for conducting the individual research projects and the numerous congressional committees to whom they report.
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From page 23... ...
The inflexibility of the current structure is of great concern, since it may consume more resources than the total needed for a lean, conventionally funded and managed program to develop a Goal 3 vehicle. The committee recommends the establishment of clearly defined mechanisms in fiscal year 1996 for allocating and managing program resources, for selecting and integrating technologies, and for assessing their total costs and benefits.
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From page 24... ...
However, it is the committee's opinion that the PNGV program offers an opportunity to effectively meld both points of view. The Clinton administration, Congress, and relevant government agencies all have important roles to play in determining the ultimate success of the PNGV.
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From page 25... ...
The PNGY ought to take every opportunity to release published PNGV plans and reports to the media (e.g., PNGV program plan, program review report, etc.~. Technological developments by industry and government that do not compromise proprietary information should be showcased to obtain broad media coverage on interim achievements that lead toward the PNGV program goals.
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From page 26... ...
The automobile industry worldwide is moving toward the use of integrated platform teams because of their proven effectiveness in reducing costs, compressing lead-time, and improving quality of new vehicles. This type of management and team structure must be capable of making the key technology decisions required to support Goal 3, including those on advanced materials, powertrain, and key subsystems and components (i.e., chassis, suspension, steering, braking, etch.
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From page 27... ...
Automobiles are extremely complex products, and simultaneous improvements in many areas will be required in order to meet the ambitious program goals. As noted earlier, several parallel paths for R&D are being pursued initially, and the technologies required may shift rapidly as the program proceeds.
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From page 28... ...
Parallel Technological Developments The fuel economy improvement envisioned in Goal 3, combined with the timing specified, requires unprecedented achievements for success. Although the performance specification requires radical changes in components, vehicle designs, and manufacturing techniques, the timing set in Goal 3 essentially dictates that existing and near-term technologies be harvested.
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From page 29... ...
A more detailed and rigorous analysis would yield more quantitative information and enable much better technology selection decisions. In addition, a wider scope which would include more infrastructure and in-use considerations that are very important for some of the technologies being considered might be very helpful in this selection process.
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From page 30... ...
The committee noted, however, that in the past many barriers have prevented effective use of the technology existing in the automotive supply base. It is particularly difficult to get meaningful participation from suppliers without an established production program with prospects for a component supply agreement.
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