====== Report ======
**Sail Car Aka team Infinity**
{{ :sailoo.jpg?nolink&300 |}}
**Author(s)**:\\
* Ana Zhu
* Christopher Beer
* Karl Juhandi
* Marko Orlov
* Narcisa-Laura Bacau
* Levente Kádár
===== Acknowledgement =====
Sailo (Team One) would like to thank the European Project Semester and Instituto Superior de Engenharia do Porto for the opportunity to participate in this project.\\
Team Sailo would also like to thank for the help, feedback, support, knowledge and the useful pieces of advice from their **supervisors and teachers**, who did their very best to the success of this project.\\
**Sponsors**: Autonomous Systems Laboratory LSA (where two interns used a CNC machine to cut out the needed ribs for the wing and the tail), Tecnogial (metal materials were provided), Gislotica (mechanical solutions company, which used their turning machines to reduce the profile of some of the needed metal bars), AC Structures (mast for the wing), the Mechanical Technology Laboratory (building and assembling of the prototype), Automotive Laboratory (with the help of João Vaz technician for the structure welding), ISEP (seat, M8, washer plane and the washer).\\
**Supporters**: ISEP Prof. Supervisor Abel Duarte (Contact glue), ISEP Prof. Supervisor Manuel Silva (plastic tube for the tail, aluminium rods), technician João Vaz (structure welding).\\
===== Glossary =====
^ Abbreviation ^ Description ^
|200|Austenitic stainless steel subdivision|
|300|Austenitic stainless steel subdivision|
|304|Stainless steel, which contains 18% chromium and 8% nickel|
|316|Stainless steel, contains 16% chromium, 10% nickel and 2% molybdenum|
|410|Standard 410 stainless steel|
|416|Standard 416 stainless steel|
|4C|Consumer, Convenience, Communication, Costs|
|4P|Marketing mix of product, place, price, promotion|
|a.k.a.|As known as|
|B2B|business to business|
|B2C|business to customer|
|Chinook ÉTS|Chinook École de Technologie Supérieure|
|DC|DC motor (two wire protection)|
|EPS|European Project Semester|
|EU|European Union|
|F409|EPS 2019 classroom|
|ISEP|Instituto Superior de Engenharia do Porto|
|LRC|Linear responsibility chart|
|LSA|Autonomous Systems Laboratory|
|M5, M6, M8|M8 is the designation for a metric (M) sized bolt or screw that is 8mm (8) in diameter.|
|NACA|National Advisory Committee for Aeronautics|
|NFC|Near Field Communication|
|NIST|National Institute of Standards and Technology|
|NSPE|National Society of Professional Engineers|
|P|Prototype|
|PDCA|Plan Do Check Adjust|
|PESTEL|Political, Economic, Social, Technological, Environmental and Legal factors|
|PLM|Product lifetime management|
|PMBOK|Project Management Body of Knowledge|
|PMI|Project Management Institute|
|PRO|Professional|
|Prof.|Professor|
|PVC|Polyvinyl chloride|
|RAM|Responsibility assignment matrix|
|S235|Structural steel|
|S275|Structural steel|
|S355|Structural steel|
|SCRUM|Scrum is occasionally seen written in all-capitals, like SCRUM, but the word is not an acronym.|
|SEO|Search engine optimization|
|SP|Selling Product|
|SWOT|Strengths, Weaknesses Opportunities, Threats|
|U.S.|United States of America|
|UK|United Kingdom|
|USB|Universal Serial Bus|
|WBS|Work Breakdown Structure|
|X20Cr13|Stainless steel|
|X2CrNi12|Stainless steel|
|X2CrNi18-9|Stainless steel|
|X5CrNi18-10 (V2A)|Stainless steel|
|X6Cr17|Stainless steel|
===== - Introduction =====
European Project Semester (EPS) is a programme offered by several European universities [(EPSabc)], including ISEP, which is part of the Polytechnic Institute of Porto. During EPS, students from different countries with different academic backgrounds are developing together a new product.
The "Introduction" chapter has the purpose of presenting the team members and giving an overview of the project and the intended product.
==== - Presentation ====
The team consists of international students enrolled in the European Project Semester (EPS) at Instituto Superior de Engenharia do Porto (ISEP) in Spring of 2019. Six students from five countries and five different study fields have come together as a team to embrace the challenge of studying and developing a product together. The more detailed description of each member is given in Table {{ref>tlabel0}}, Figure {{ref>flabel1}} displays the team members.
==== - Motivation ====
Team 1 of 2019's EPS generation from ISEP has the responsibility of developing the sail car project.
Motivation points for the team and why it is considered a really challenging project:\\
* building a land sailing vehicle is something none of the team members has experienced before;\\
* designing a car that is powered by an energy source that can be found naturally and used for free;\\
* building a car that doesn't need gas to make it go, but instead a car that uses a clean pollution-free energy source;\\
* using the team's knowledge, in order to realize a successful project (mechanical engineering, electrical engineering, processing and manufacturing, logistics and transport and management and general engineering);
* making one prototype in real size so it will be possible to test and drive with it afterwards;
* using English to communicate has the role of helping the team members improve their engineering terminology;
To sum up, members of Team 1 consider that this project has a lot to offer and can be a gateway to seeing engineering from a different perspective. Future engineers, now more than ever, have the responsibility of developing clean and sustainable products, that limit the use of natural resources and encourage the use of renewable resources.\\
The next section describes the nature of the problem and why the team considers this project as a step further from the engineering and customer point of view.
==== - Problem ====
In recent years there has been a growing awareness about the abusive use of earth resources. One of the first biggest conferences on this topic was held in the U.S., where was discussed that some quarters of the U.S. future energy needs are not going to be met by hydroelectric plant and fossil fuel plants alone as has been the case in the past. The present fuel shortage makes it quite apparent that future energy needs will have to be supplied from a variety of sources such as wind, coal, oil, nuclear, geothermal, direct solar [(NASArep)].\\
The combustion of fossil fuels is considered a polluting, non-renewable form of power production. It is the job of future engineers to develop clean and sustainable means of producing energy—mostly for generating electricity, but also for powering the vehicles [(TeachEngineering)].\\
Furthermore, the main problem is that earth natural resources are limited. In the team case, though the sail car project, it can be raised awareness about how wind can be used as the main resource.
Land sailing, also known as 'sand yachting' or 'land yachting' [(BD)] is the act of moving across land in a wheeled vehicle powered by wind through the use of a sail [(RG)]. The team will build the prototype of a sail car, that will have a rigid sail instead of a soft sail. A complete explanation about what a sail car is (main characteristics, typical sizes, applications, existing solutions, properties and materials) can be found on the [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#state_of_the_art|State of the Art]] section of the project wiki page.
Sail cars have as target people that are willing to feel the adrenaline, to practice an interesting sport, to compete with others – all of these defining a hobby. What the team wants to promote through the project is the idea of sustainable and eco-friendly entertaining activities (hobbies, sports).\\
This way the team is contributing to a better world, where people are getting aware that even for a sport is a green solution available.\\
Moreover, because the team wants the sail car to be addressed to the B2B sector, in order to sustain this green solution further, entertaining companies can rent these sail cars. What the team will offer then it will not only be about another product but also services such as maintenance, recycling and continuous research in order to have the best eco-friendly improved sail cars as possible.
==== - Objectives ====
The team objectives are to design, build and test a light sail car, following sustainable and ethical practices [(EPST1)]. A complete explanation about what a sail car is (main characteristics, typical sizes, applications, existing solutions, properties and materials) can be found on the [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#state_of_the_art|State of the Art]] section of the project wiki page.\\
In the **design phase**, because the team wants the sail car to be easily accessible for beginners, it will be defined how the frame of the car should look like, how many wheels will be used and their size, the type and position of the seat, if it is gainful for the projects to add wind and direction sensors and finally, do a research and comparison between the materials the team can use in order to make mechanical and aerodynamic simulations. Other objectives of this phase are to attract sponsorship and to see how the team can target the market, in order to become one of the main competitors.\\
Regarding the **building phase**, the main focus will be to find in the market the necessary materials, modelling and putting them together, following the design, sustainable and ethical practices in order to build the prototype.\\
The objective of **test phase** is to apply multiple trials test on the sail car on the race track and gather data on its performance. Based on these results, the team will come with an improved sail car that will also be the prototype from the final presentation and future development that can be applied.
Teams' **target audience objectives** for the first year after releasing the product are:
* equal gender - the team wants to have success in promoting to both males and females the product;
* raise awareness about the product in 80% of Portugal coasts where are high wind conditions;
* raise curiosity among adults (80%) and children (20%) too;
As a **global objective**, the team wants to contribute to a better world, where people are getting aware that even for a sport that implies having a sail car there is a green solution available.
==== - Requirements ====
This subsection describes the initial received requirements and up-to-date requirements, which need to be carried out on the prototype that the team built.
**Initial requirements**:
- Wind propelled;
- Comply with the following EU Directives:
- Machine Directive ([[http://ec.europa.eu/growth/sectors/mechanical-engineering/machinery/index_en.htm|2006/42/CE 2006-05-17]]);
- Electromagnetic Compatibility Directive ([[http://ec.europa.eu/growth/sectors/electrical-engineering/emc-directive/index_en.htm|2004/108/EC 2004 12 15]]);
- Low Voltage Directive ([[http://ec.europa.eu/growth/sectors/electrical-engineering/lvd-directive/index_en.htm|2014/35/EU 2016-04-20]]);
- Radio Equipment Directive ([[http://ec.europa.eu/growth/sectors/electrical-engineering/rtte-directive/index_en.htm|2014/53/EU 2014-04-16]]);
- Restriction of Hazardous Substances (ROHS) in Electrical and Electronic Equipment Directive ([[http://ec.europa.eu/environment/waste/rohs_eee/legis_en.htm|2002/95/EC 2003-01-27]]);
- Mandatory adoption and use of the International System of Units ([[http://physics.nist.gov/cuu/pdf/sp811.pdf|The NIST International Guide for the use of the International System of Units]]);
- Use or reuse low cost hardware solutions;
- Use open source software and technologies.
Maximum budget for building the prototype: 300 €
**Up-to-date requirements**:\\
__Functional requirements__:
* Wind propelled by following these conditions: specific wind conditions, light car, limited weight for the user.
__Usability requirements__:
* Easy to learn how to drive the car by using the rigid sail and the self-adjusting system.
* Easy to use by using the rigid sail and the self-adjusting system.
* Faster than the soft sail cars by using the rigid sail and the self-adjusting system.
* Challenging by using manual adjusting (applicable for the prototype and for the selling product).
* Easy to reassemble by being intuitive how to attach the wing to the kart (the role of the mast).
* Easy for transportation by having the wing or even the kart breakable in small parts (not applicable for the prototype, only for the selling product).
* Aspects like improved safety by having seat protection and implementing a brake system were also being considered (for the selling product only, not for the prototype).
__Environmental requirements (non-functional requirements)__:
* The manufacturing and the materials have to follow environmental ethics and to consider eco-efficiency measures for Sustainability.
__Limitations__:
* Use a maximum budget of 300 €.
__Technical requirements__:
* Self-adjusting sail, by using a servomotor.
* Manual rigid sail adjusting option, by using a joystick.
* The prototype has to use or reuse low-cost hardware solutions.
* The prototype has to use open source software and technologies.
* Mandatory adoption and use of the International System of Units ([[http://physics.nist.gov/cuu/pdf/sp811.pdf|The NIST International Guide for the use of the International System of Units]]);
* The sail car prototype components must be able to be reproduced at the ISEP campus, or parts not self-made must be available through an alternative source.
* The wing sail must be constructed in a manner that allows for easy alteration and attachment to another kart.
* The wing sail and all components related to the kart must be constrained to a maximum total weight of a maximum of 75 kilograms.
* The wing sail must be able to send and receive messages to the processor.
* The wing sail must be able to sense the angle of attack and process this data along with tail angle and desired state to consistently maintain optimal forces.
* Comply with the following EU Directives:
* Machine Directive ([[http://ec.europa.eu/growth/sectors/mechanical-engineering/machinery/index_en.htm|2006/42/CE 2006-05-17]]);
* Electromagnetic Compatibility Directive ([[http://ec.europa.eu/growth/sectors/electrical-engineering/emc-directive/index_en.htm|2004/108/EC 2004 12 15]]);
* Low Voltage Directive ([[http://ec.europa.eu/growth/sectors/electrical-engineering/lvd-directive/index_en.htm|2014/35/EU 2016-04-20]]);
* Radio Equipment Directive ([[http://ec.europa.eu/growth/sectors/electrical-engineering/rtte-directive/index_en.htm|2014/53/EU 2014-04-16]]);
* Restriction of Hazardous Substances (ROHS) in Electrical and Electronic Equipment Directive ([[http://ec.europa.eu/environment/waste/rohs_eee/legis_en.htm|2002/95/EC 2003-01-27]]);
==== - Functional Tests ====
In this subsection, the team mentioned the tests which need to be carried out on the prototype.
**Electronics**
* Wind sensor and servo motor connection
* Controlling the servo with a joystick
* Microcontroller and servo motor connection
**Frame**
* Simulations on SolidWorks
* Steering
* Balance calculations
**Forces**
* Calculations (friction, acceleration, thrust, Lift & Drag)
**Wheels**
* Testing on different surfaces
**Wing**
* Free rotation
* Calculations Lift, Drag & Result Force
* Steering the tail
* Rotation of the tail
==== - Project Planning ====
For planning and organizing the course of the project, SCRUM practices are being used. SCRUM is a lightweight and easy to understand the framework, which was designed to tackle complex problems and at the same time keep delivering high-quality products. For work coordination, sprint based planning is used. Sprints are equal periods of time throughout the whole project timeline, in which certain tasks must be completed. The team finds its effective work capacity and taking that into account tasks are planned to be done in a certain sprint. All of the tasks are included in the project backlog, from where a certain amount of tasks is transferred to the sprint backlog. During the sprints, it is essential to have daily stand-ups, which help to analyse each team member's daily progress. When the sprint ends, the team creates a retrospective of that period, to understand what went well, what could have been better and which pros and cons the team has by that point [(SCRUM)]. Figure {{ref>flabel2}} displays how does the SCRUM methodology work.
{{ :scrumframework_2000x1000.png?nolink&600 |}}
SCRUM framework [(SCRUM)]
==== - Report Structure ====
The report is structured in eight chapters, displayed in table {{ref>tlabel1}}.
Report structure
^ Task ^ Title ^ Description ^
| 1 |Introduction|Introduction of the team, motivation, objectives for the project and an overview of the Project Planning|
| 2 |State of the Art|Research on the existing solutions and the different products on the market|
| 3 |Project management|Project progress documentation using SCRUM methodology|
| 4 |Marketing plan|Market analysis and the objectives and target for marketing strategy|
| 5 |Eco-efficiency measures for Sustainability|Description of tasks needed to be done in order that the project will be sustainable|
| 6 |Ethical and Deontological Concerns|Analysis about ethical challenges and their solutions|
| 7 |Project Development|The architecture, components and the functional tests of the prototype of the project|
| 8 |Conclusion|Overview of project results and possible future developments|
===== - State of the Art =====
==== - Introduction ====
A sail car is a wheeled vehicle powered by wind through the use of a sail. The act of moving across land using this vehicle is called "land sailing". Sail cars typically have three (sometimes four) wheels and function much like a sailboat, except when they are operated from a sitting or lying position and steered by pedals or hand levers [(LandSail)].
This chapter compares different products that already exist in the market and how the team can improve the design of a sail car. Moreover, here are presented what materials can be used for the sail car, the team's final decision and how the building process will be.
Team 1 intends to find a niche that would distinguish this product from the rest of the competitors and bring wide market success.
==== - Existing Solutions ====
There are already some existing solutions on the market. Mainly they equipped with some kind of sail, but there are some exceptions, for example, the wind turbine sail car. Mostly they are used for leisure activities or races.
=== - Wind-powered car using turbine and motors ===
A wind rotated turbine is located on the top of the car. The turbine generates electricity using a generator that is built in the turbine. The electricity is used to power an electric motor, which powers the car. There are no batteries on board because they would be too heavy. This type of vehicle is only used in competitions and racing due to its complexity [(Chinook)]. The figure {{ref>flabel3}} displays Chinook ÉTS model, a wind-powered car that uses turbine and motors.
{{ :dsc04104.jpg?nolink&300 |}}
Chinook ÉTS [(Chinook)]
=== - Wind-powered car using sails ===
It is less complicated than the turbine powered car, this type of vehicle does not need any generator or motor. Usually, the driver has to adjust the sail, to get the highest torque. There are three commonly used sail types [(LandSail)].
== - Soft Sail ==
It is the most commonly used sail type, due to its simplicity and flexibility. The sail is very similar to the sail used in sailboats. It is lightweight and easy to control. It can operate in a wide range of conditions. Wind speed can vary from 0 to 80 km/h. It is also used for racing and leisure activities [(LandSail)]. The figure {{ref>flabel4}} displays the Blokart model, a wind-powered car that uses the soft sail.
{{ :1412215527375372879_01e414ddd9ed.jpg?nolink&300 |}}
Blokart [(Petagadget)]
== - Rigid/wing sail ==
Instead of using soft sails, there are some sail car constructions that are using wings to catch the wind and drive the car. They can operate in a small range of angles of attack and airspeed, but they also have a bigger torque in proper conditions than the soft sails. Because of the construction, these sails are heavier and more complex. They usually built from carbon fibre. Because of their prices, the most common use for them is in the in races and competitions [(Wingsail)], [(PeterNielsen)]. The figure {{ref>flabel5}} presents a wind-powered car that uses a rigid sail.
{{ :img_5779_002-620x350.jpg?nolink&300 |}}
Wind powered land vehicle with a rigid sail [(Scuttlebutt)]
== - Kite Sail ==
The kite sail is not directly connected to the vehicle. It is only attached to the driver’s waist using ropes. Usually, the car has pedals to help the driver start the motion. It requires a large flat area, due to the size of the wing. It only operates in high wind speeds [(KiteRig)], [(XtremeSport)]. The figure {{ref>flabel6}} presents a type of kite sail car - the kite buggies.
{{ :ek-kitebuggy-hoylake-5-1080x675.jpg?nolink&300 |}}
Kitebuggies [(FlySurfer)]
==== - Competition on the market ====
=== - Blokart ===
Blokart was created in New Zealand by Paul Beckett. In 1999 he wanted to create a wind-powered vehicle, which was fun, fast and compact. Blokart started out as a project in a backyard, but now it has a lot of enthusiasts all over the world [(AboutBlokart)]. There are rental places, which also offer lessons to use a Blokart, clubs, where gatherings and national as well as international races are held [(MapBlokart)].\\
This vehicle is hand steered, with a handlebar and a rope. Blokart’s frame is built from a durable and rust resistant stainless steel. The vehicle is capable of sailing with a light wind, but for a more experienced driver, it offers sailing speeds up to 55 knots. It is built in such a way, that all of the components could be packed into a carry bag. The packed Blokart fits into a car trunk or qualifies as checked airline baggage, which one can take to a trip with themselves. Sail sizes vary from 2 to 5,5 meters and are made from dacron sail fabric. Sails are reinforced with fibreglass battens and polyester film. Masts are divided into sections which fit together. Materials used in mast production: fibreglass, carbon and ultra carbon [(Blokart)]. Figure {{ref>flabel7}} displays a Blokart land yacht.
{{ :store_kart-f09cef9ba590beb1408dc37c8d3459e8fb75c58f1d35257524fe13c6233c89c1.jpg?nolink&300 |}}
Blokart [(StoreBlokart)]
=== - X-Sail ===
X-Sail produces a similar wind-powered land vehicle as Blokart. It is a UK based company, that sells its product worldwide and directly to customers. X-Sail is also compact, and it folds down to a carriage bag for easier transportation [(XSail)].\\
Furthermore, X-Sail is hand steered and uses the same methods as Blokart. The frame of X-Sail is made of anti-corrosive stainless steel. Mast and rear-axle are made of glass reinforced plastic, which is durable and also offers to dampen for a smoother ride. Sail sizes vary from 2,5 to 5,5 meters [(XSailSpec)]. The company also offers a possibility for a 2-seater vehicle and an option for bigger wheels, which are suitable for experienced riders, since they allow to achieve high speeds [(XSailAcc)]. Figure {{ref>flabel8}} displays an X-Sail land yacht.
{{ :big-girls-racing.jpg?nolink&300 |}}
X-Sail [(XSailGal)]
=== - Rinox ===
Rinox is a Spain based company, that produces a pedal-powered tricycle, which offers an option to add a sail to the vehicle and make it wind powered [(Rinox)]. The frame of the Trike is made of duralumin. It is equipped with gears and direct steering system. It also features three hydraulic brake discs [(RinoxTrike)]. Sails come in two sizes: 1,4 m² and 2,3 m². The mast for the sail is divided into sections for easier transportation [(RinoxStore)]. Figure {{ref>flabel9}} displays a Rinox tricycle.
{{ :dscf6126.jpg?nolink&250 |}}
Rinox Trike [(RinoxAcc)]
=== - Libre ===
Libre is a German company, that produces land vehicles for kite type sails and also for regular land sailing [(Libre)]. They offer a quite vast range for both of the types. Land sailing models are made in different sizes and weights, they are called MicroRace, MicroRace PRO, Relax, BeachGlider and FunGlider. They also offer a great range of additional accessories for their customers. Materials used vary from aluminium, plastic, carbon, etc, depending on the model and the specific spare part. Sail sizes are between 1,5 m² and 8,0 m² [(LibreSail)]. Figure {{ref>flabel10}} displays a Libre land yacht model MicroRace PRO.
{{ :img_7780_0.jpg?nolink&250 |}}
Libre MicroRace PRO [(LibrePRO)]
=== - Seagull ===
Seagull is a French company founded in 1984 by the designer Jean-Philippe Krischer. The company sells its products directly to the customers and also to the land sailing clubs. They claim to be the world’s leading land yacht manufacturer [(SeagullAbout)].
The company has a really wide range of different type of wind-powered land vehicles. They produce yachts for both leisure and competition uses. Seagull definitely stands out with their unique design, every model they have looks different. Majority of the yachts are steered by feet pedals, three-wheeled and partly disassemblable, some models, however, have steering wheels, have an option to take them fully apart, similar to Blokart and X-trail. Some versions also have a feature to use them for sailing on ice. Materials used are mainly plastic, nylon, carbon fibre, fibreglass, aluminium and stainless steel [(Seagull)]. Figure {{ref>flabel11}} displays a Seagull land yacht model Glider.
{{ :photo-635125519691937399-0..jpg?nolink&300 |}}
Seagull Glider [(SeagullGlider)]
=== - Whike ===
Whike is a company based in the Netherlands. They produce a pedal- and wind-powered land vehicle for leisure time and to raise awareness on natural green energy. Riding their product on roads and bicycle paths is perfectly legal [(Whike)].
Whike features a lightweight tricycle with the steering system, gears and three mechanical brake disks. The braking system also features handbrakes in the front and on the rear. The vehicle comes with two sails, which can be switched, packed and carried on the tricycle. There are one 1,0 m² storm sail and one 1,6 m² mainsail, both are made of polyester film. The sail mast is made out of carbon fibre [(WhikeTech)]. Frame and sails are designed and developed by the company themselves. Whike also features a luggage rack to carry around bags with the rider [(WhikeAbout)]. Figure {{ref>flabel12}} displays a Whike tricycle.
{{ :3672d2abc62df678e155cbe62f51e08404c04c44.jpg?nolink&300 |}}
Whike [(WhikeAbout)]
=== - The Greenbird ===
The Greenbird was a UK based project. Its aim was to build two wind-powered vehicles, one meant for driving on land and another one on ice. Both of those had one common goal - to break the speed record of a wind-powered vehicle on a given surface. On March 26, 2009, their land yacht set a new speed record of 203,1 km/h. At the moment they do not produce land yachts anymore, rather they are focused on sailing drones [(GreenbAbout)].
The reason why the team included this project in the research, is that The Greenbird team used the same kind of sail on their product, as planned using for Sailo. It has a rigid sail which is adjusted by a tail attached to its back. The goal is to achieve higher speeds, without a more strong wind. That is done by minimising the drag and maximising the lift. For that, The Greenbird used the resultant of a manmade wind, which is created when an object moves forward and the true wind, which is a natural breeze. Adding those two winds to the ride, the feeling is somewhere between those two - the apparent wind. Using this perk, The Greenbird team was able to reach speeds 3 to 5 times higher than the wind itself [(GreenbHow)]. Figure {{ref>flabel13}} displays The Greenbird's wind-powered vehicle for driving on land.
{{ :greenbird-dusk.jpg?nolink&300 |}}
The Greenbird [(GreenbAbout)]
=== - Comparison ===
In table {{ref>tlabel30}} is displayed a comparison between the selected and analysed products of the companies mentioned before.
Comparison between the products of the companies
^ Company ^ Wind\\ powered ^ Pedal\\ powered ^ Sail type ^ Steering type ^ Brakes ^ Different\\ models ^ Disassemblable ^
^ Blokart | yes | no | soft | hand-steered | no | no | yes |
^ X-Sail | yes | no | soft | hand-steered | no | no | yes |
^ Rinox | yes | yes | soft | hand-steered | yes | no | partly |
^ Libre | yes | no | soft and kite | feet-steered | no | yes | partly, depends\\ on the model |
^ Seagull | yes | no | soft and rigid | hand- and feet-steered,\\ depends on the model | no | yes | partly, depends\\ on the model |
^ Whike | yes | yes | soft | hand-steered | yes | no | partly |
^ The Greenbird | yes | no | rigid | hand-steered | yes | yes | no |
==== - Properties and materials ====
The selection of the materials is very important in any project development because it influences the functionality of it, design, logistics, costs and so on. To do that, it is important to understand what properties from different families of material can offer to apply to the mechanisms that are needed. In that way, the team analyzed important aspects such as mechanical properties to select the most appropriate material.
=== - Possible materials for the frame ===
In the following subsection, the team analyzed the possible materials for the frame.
**Aluminium**
Pure aluminium is soft, ductile, corrosion resistant and has a high electrical conductivity. It is widely used for foil and conductor cables. However, by alloying with other elements such as magnesium, silicon, manganese, zinc, and copper it will strengthen the properties of the material for specific purposes such as strength, shine, and moldability needed for depending the applications. Aluminium is one of the lightest engineering metals, having the strength to weight ratio superior to steel ((Azo)).
Aluminium has a life cycle that is unbeatable compared to other metals. It is corrosion resistant and can be recycled over and over again, consuming a small fraction of the energy needed to produce primary aluminium. Therefore, it is an excellent building material because it can be remodelled and reoriented to meet the needs and requirements ((Hydro)).
Properties of aluminium:
* density around 1/3 that of steel (2.7g/m3)
* the 3rd most abundant element in the earth's crust
* flexible and moldable
* reflects heat and light
* easy maintenance
* corrosion resistance
**Stainless steel**
Stainless steel is a steel alloy with high percentages of iron, chromium, and nickel. This material is commonly used for corrosion protection purposes, which is one of the mechanical properties of this alloy. Besides that, it is cryogenic resistance which means at sub-zero temperatures the ductility/ toughness of the material is maintained ((aalco)). Furthermore, it has higher tensile strength compared with mild steels, good ductility, good cleanability and is recyclable, so it is a "green material" due to its recovery rate which is almost 100%, not to mention that stainless steel is environmentally neutral and inert when in contact with other elements such as water, and it doesn't leach compounds that may change their chemical composition ((UGINOX)).
Stainless steels are grouped into three families based on their metallurgical microstructure, designated as austenitic, ferritic and martensitic stainless steels ((StainlessSteel)). The list below points out the characteristics of each:
- Austenitic stainless steels: The largest family of stainless steel making up about 2/3 of all stainless steel production. It contains a minimum of 16% chromium and 6% nickel on its chemical composition. Usually, austenitic stainless steel is non-magnetic and is not capable of being hardened by heat treatment because they process the same microstructure at all temperatures. Moreover, austenitic stainless steel can be subdivided into two series: 200 and 300. 200 series are chromium-manganese-nickel alloys, while 300 series are chromium-nickel alloys. 304 and 316 are the most commonly used in many industrial applications.
- Ferritic stainless steel: Contains between 10.5% and 18% of chromium and a very low percentage of nickel or no nickel. Ferritic stainless steel cannot be also hardened by heat treatment, but are magnetic like carbon steel. They are known for their moderate corrosion resistance and poor fabrication properties.
- Martensitic stainless steels: contains high percentages of carbon and low percentages of chromium. Martensitic stainless steels are magnetic, have moderate corrosion resistance and poor weldability. 410 and 416 are examples of this family of stainless steel.
In table {{ref>tlabel4}} is presented a comparison between the different characteristics of the different types of stainless steel.
Comparison between the characteristics of the different types of stainless steel [(MaschinenbauWissen)]
^ Material ^ Price ^ Weldability ^ Corrosion\\ Resistance ^ Workability ^ Static/dynamic\\ strength ^
^ X2CrNi12 | Cheap | Good | Good | Good | Good |
^ X5CrNi18-10\\ (V2A) | Cheap | Average | Good | Average | Good |
^ X2CrNi18-9 | Average | Average | Good | Average | Good |
^ X6Cr17 | Expensive | Difficult | Very Good | Difficult | Good |
^ X20Cr13 | Expensive | Difficult | Very Good | Very Difficult | Good |
**Structural steel**
Structural steel is a regulated category of steel construction material that meets industry standards for dimensional tolerances with specified values of strength and chemical composition. Nowadays they are the foundation of any construction, whether it be buildings, bridges or any kind of other structures due to its mechanical properties such as high strength, stiffness, toughness, and ductility. Not only that, the costs are cheaper compared to stainless steel or aluminium although their mechanical properties are higher than this type of steel. Furthermore, structural steel can be developed in any shapes, it is weldable and fire resistant ((Structuralsteel)).
In Europe, there is three most used structural steel which is: S235, S275 and S355 where S denotes the fact that it is structural steel and 235 is related to the minimum yield strength of the steel. However, the chemical composition of Structural Steel is extremely important and highly regulated, so it is an essential factor that defines the mechanical properties of the steel material. In the following tables, there are the maximum % levels of certain regulated elements present in European Structural steel grades S235, S275 and S355 as well as the yield strength of each of them at 16 mm of a thickness ((StrucSteel)). Table {{ref>tlabel400}} displays the chemical composition of those different types of structural steel and table {{ref>tlabel401}} shows the yield strength of those same materials.
Chemical composition of structural steel [(StrucSteel)]
^ Grade ^ C % ^ Mn % ^ P % ^ S % ^ Si % ^
^ S235 | 0.22 max | 1.60 max | 0.05 max | 0.05 max | 0.05 max |
^ S275 | 0.25 max | 1.60 max | 0.04 max | 0.05 max | 0.05 max |
^ S355 | 0.23 max | 1.60 max | 0.05 max | 0.05 max | 0.05 max |
=== - Sail ===
In the following subsection, the team exposed the differences and similarities between soft sails and rigid sails, in order to choose the best option for the project.
**Soft Sail** (compared with the rigid sail) [(SailingAnarchy)]:
* Just one mast;
* Easier to handle;
* Cheaper.
**Rigid sail** (compared with the soft sail) [(SailingAnarchy)]:
* Faster;
* More difficult to handle;
* More efficiency - Per square foot, a wing delivers up to 1,7 times the power of soft sails with much lower drag and actuation force.
In table {{ref>tlabel5}} the differences between different qualities of a rigid and of soft sail are displayed.
Comparison between the rigid and soft sails [(SailingAnarchy)]
Because the intention is to build a sail car which is easy to handle and use by almost everybody (based on up-to-date requirements), it was decided to be used a rigid sail.
=== - Wheel ===
A wheel is generally used to emit rotation given by a moment or torque through an axle in the centre of the wheel, shaped in a circular form. This component is used in various industries such as cars, bicycles, skates, motorcycles, scooters, etc. Although it is applied in different areas, it has one common objective: to make an object move. To accomplish that, there are important components and aspects must be analyzed such as the type of tire, size of the wheel and so on [(Wheel)]. Secondly, the environment in which the wheel will be used is also a very important aspect to consider because it influences the performance of the sail car or any vehicle, such as temperature, type of land, binary and so on.\\
In this project, the sail car will face a tar ground used in cities, or sand ground if used in deserts or beaches. This means that the tire will have to have grooves in order to increase the contact force between the ground. Moreover, the sail car does not reach very high velocities therefore, the temperature will not be high. Figure {{ref>flabel14}} shows different vehicles that use different wheels.
{{ :collage1.jpg?nolink&600 |{{ :collage1.jpg?nolink |}}
Different vehicles which use different wheels [(Segway)], [(WRC)], [(PriorityBicycles)]
To develop the sail car, the team considering the following conditions:
* Type of ground: wet sand/city ground
* Weather: sunny, warm and windy
* Low to medium speed velocities
The conditions mentioned above narrowed the research into one main category - the passenger vehicle and light truck - and to five subcategories: mud tires, all season tire, light trailer, motorcycle tires and scooter tires.
=== - Sensors ===
In order to build an automatic wing adjunction, it is needed to detect the direction of the wind. There are several sensors on the market and the team tried to find the best solution for the task.
== - Cup Anemometer ==
An anemometer is a device used for measuring wind speed and it is also a common weather station instrument.
The air flow past the cups in any horizontal direction turns the shaft at a rate that is roughly proportional to the wind speed. Therefore, counting the turns of the shaft over a set time interval produce a value proportional to the average wind speed for a wide range of speeds. It is also called a rotational anemometer [(Anemometer)].
{{ :im124-cup-anemometer-1.jpg?nolink&250 |}}
IM124 Cup anemometer [(AnemometerPic)]
== - Windmill anemometer ==
A vane anemometer combines a propeller and a tail on the same axis to obtain accurate and precise wind speed and direction measurements from the same instrument. The speed of the fan is measured by a revolution counter and converted to a windspeed by an electronic chip [(Anemometer)].
{{ :wind_speed_and_direction_instrument_-_noaa.jpg?nolink&250 |}}
Wind speed and direction instrument [(WindmillAne)]
== - Hot-wire anemometer ==
Hotwire anemometers use a fine wire (on the order of several micrometres) electrically heated to some temperature above the ambient. Air flowing past the wire cools the wire. As the electrical resistance of most metals is dependent upon the temperature of the metal (tungsten is a popular choice for hot-wires), a relationship can be obtained between the resistance of the wire and the flow speed [(Anemometer)].
{{ :244139600fffe7aa7cc956010ef5b3221489987338-lg.jpg?nolink&250 |}}
CEM DT-8880 Hot Wire Anemometer [(HotAne)]
== - Ultrasonic sensors ==
Ultrasonic sensors transmit pulses of ultrasound diagonally through the air in three different directions. Differences in the time taken for pulses to travel between transmitter and receiver provide an accurate measurement of wind speed. From 20 measurements per second, in each direction, average horizontal and vertical wind speed can be obtained, as well as horizontal wind direction. The figure {{ref>flabel21}} shows an example of an ultrasonic wind sensor [(Ultrasonic)].
{{ :ultrasonic_windsensor_1_.jpg?nolink&250 |}}
Ultrasonic Windsensor [(UltrasonicAne)]
== - Plate anemometer ==
These are the first modern anemometers. They consist of a flat plate suspended from the top so that the wind deflects the plate. It consists of a flat plate, either square or circular, which is kept normal to the wind by a wind vane. The pressure of the wind on its face is balanced by a spring. The compression of the spring determines the actual force which the wind is exerting on the plate, and this is either read off on a suitable gauge or on a recorder. Instruments of this kind do not respond to light winds, are inaccurate for high wind readings, and are slow at responding to variable winds. Plate anemometers have been used to trigger high wind alarms on bridges [(Ultrasonic)].
== - Comparison ==
Table {{ref>tlabel7}} presents the comparison between the different wind speed and direction measuring devices.
Comparison between wind speed and direction devices
| ^ Cup\\ anemometer ^ Windmill\\ anemometer ^ Hot-wire\\ anemometer ^ Ultrasonic\\ anemometer ^ Plate\\ anemometer ^
^ Speed\\ measurement | Very good | Very good | Very good | Very good | Good |
^ Direction\\ measurement | None | Accurate | Acceptable | Accurate | Accurate |
^ Cost | Cheap | Cheap | Expensive | Very expensive | Expensive |
^ Simplicity | Very simple | Simple | Simple | Very complex | Complex |
==== - Conclusion ====
Based on the solutions available on the market and the **research regarding the sail** type the team decided that the best option would be a car with __a rigid sail__ (a concept that will be applied for both **selling product** and **prototype**). This would be the optimal choice because it is the most user-friendly solution. In fact, there is a lot of competition on the market and the market seems quite saturated but there is a wide variety of different firms and versions of sail cars to choose from. Based on this research and knowledge the team can learn from their mistakes and get a more polished product.
As it can be seen in [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#tlabel30|Table 3]], none of the competitors uses rigid sails, but only soft sails. Typically rigid sails are used only for competitions at high speed, so in fact, there is a great opportunity in this area to develop a new concept of sail car. Besides that, it makes the sail car easier to handle and drive for almost everybody, because it is more efficient in using the wind and it allows the user to reach higher speeds than with the soft sail.
Based on the **research focused on the frame material**, the best material would be the S235 a.k.a structural steel for the **prototype**. It is cheap, it has a high static and dynamic strength, it also has good weldability. Because of these properties, each of the team members thinks that it would be the optimal choice of material. Good weldability ensures it can be used effectively to construct the frame of the sail car. In the same time, if it is about the **selling product**, the team recommends the using of **5086 aluminium** (light, anticorrosive, it has better properties), but the biggest minus is the price that is bigger compared with structural steel.
The team recommends the use of a **windmill anemometer** to obtain accurate and precise wind speed and direction measurements for the **selling product**. This will aid in making the sail self-correcting and use the wind as optimally as possible. In the case of the prototype, the team will use a **self-made wind sensor**.
To sum up, the team has reunited the research conclusions and how these apply for the prototype and for the selling product in table {{ref>tlabel1a1a}}.
Research conclusion and their aplicability on prototype vs. product
| ^Product design^|^Materials and components^||
^Prototype vs. Selling Product|Rigid sail, tail and self adjusting system|Removable mast|Parts breakable in smaller parts|Electrical|Frame|Wing|
^Prototype|yes|yes|no|windmill anemometer|structural steel|wood and PVC|
^Selling Product|yes|yes|yes|self-made wind sensor|5086 aluminium or a lighter material|roofmate and PVC|
===== - Project Management =====
==== - Introduction ====
Project management is the organization and planning of a company's resources to move a specific task, event, or duty towards completion. It can be an ongoing activity or a one-time project. Project management can include the management of personnel, finances, technology and intellectual property [(olivialaba)].
In this chapter were approached the next topics of the project:
* Scope
* Time
* Cost
* Quality
* People
* Communications
* Risk
* Procurement
* Stakeholders management
* Sprint outcomes
* Sprint evaluations
In addition, in this chapter, was approached the main structure of the team's work and how it was organized. The success of a project comes from the people who work on it. An efficient work ethic and distribution of workload will yield great results.
==== - Scope ====
In order to define the scope, the team used two of the most important project management concepts: product scope and project scope.
**Product scope** is about product details - what the product will look like, how it works, its features and so on. According to the PMBOK (The Project Management Body of Knowledge) Guide 5th edition, product scope represents the features and functions that characterize a product, service or result [(PSvsPS)]. In Table {{ref>tlabel15}}, the team defined the specifications of their product (functionalities and features). On the other hand, the **project scope** is all about the project - after defining the requirements of the product, through this phase the work required to create the product is defined [(PSvsPS)].
In order to get a global overview of the work, implied in developing the project at hand, the team created the scope model, using the Work Breakdown Structure (WBS). It is divided into six phases which consist of smaller tasks and actions. Figure {{ref>flabel22}} displays the scope diagram for the project.
{{ :scope_diagram_example_2.jpg?nolink&1000 |}}
Scope diagram
In a nutshell, the product and the project scope are the first steps to be structured to enable establishing the project schedule, budget, and resource allocation. Project management plans are organised after the project scope is defined.
==== - Time ====
The team's project timeline is influenced by the deliverables that need to be completed. A detailed overview of those deliverables is available on the [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=plan|Planning]] page on the project wiki. In figure {{ref>flabel23}} is displayed a Gantt Chart with the project deliverables.
{{ :gantt_chart.jpg?nolink&1200 |}}
Gantt Chart
==== - Cost ====
To best track costs, the team created two tables regarding the resources needed. Table {{ref>tlabel10}} systematises the resources, which are essential for the processes of creating the project.
Sailo resources
^Types of Project Management resources^What resources the team has^What resources the team needs^
|Human Resources|Ana, Chris, Karl, Levi, Marko, Narcisa|Ana, Chris, Karl, Levi, Marko, Narcisa|
|Services or 3rd parties|Providers, Teachers, Supervisors|Providers, Teachers, Supervisors, Sponsor|
|Equipment|PC, Projector, pointer, tables, chairs, boards|PC, Projector, tables, chairs, boards|
|Materials|None|All the materials and the components to build the sail car prototype|
|Money|300 €|300 €, Sponsor|
|Space|F409|F409, Manufacturing laboratories|
|Time|78 working days|78 working days|
In table {{ref>tlabel13}} is displayed the resources needed and the costs to build the prototype.
Materials and components for the prototype
^Purpose^Name^Local provider^Cost per unit/m or per/kg [€]^Quantity^Total cost prototype^Total manufacturing cost of the product|
|Sensor|Rotary encoder|Digikey|23|1|23,00|23|
|Micro processor|Arduino UNO|Digikey|20|1|20,00|20|
|Switch|Toggle Switch|Digikey|2|1|2,00|2|
|Joystick|2 axis|Digikey|10|1|10,00|10|
|Motor|Servo DC|Team member: Karl|20|1|0,00|20|
|Battery|12V Lead Acid|Digikey|9,00|1|9,00|9,00|
|Breadboard||Digikey|3|1|3,00|3|
|Voltage regulator|DC/DC, Step Down|Digikey|4,50|1|4,50|4,50|
|Resistence|10 kOhms|Digikey|0,54|5|2,70|2,70|
|Jumper Wire kit||Digikey|2,70|1|2,70|2,70|
|Sail ribs|Plywood 800x400x10mm|Leroy Merlin|4,79|2|9,58|9,58|
|Sail ribs|Plywood 1200x600x15mm|Leroy Merlin|15,99|5|79,95|79,95|
|Wheel|Wheelint 20mm|Wera store|10,00|3|10,00|30,00|
|Frame| 50mm frame to mast|Sponsor: A Structure|10|2,5|0,00|25,00|
|Frame|Profile 50 x 50x 3 mm|Sponsor: Tecnogial|30,00|4|0,00|120,00|
|Rigid sail cover|PVC role 0.25mm thickness|Leroy Merlin|3,99|7|27,93|27,93|
|Rigid sail cover|UHU contact glue|Leroy Merlin|3,80|1|0,00|3,80|
|Rigid sail and the tail|UHU glue for wood|Leroy Merlin|2,49|1|0,00|2,49|
|Frame|Galvanized steel wall hook 175 mm|MaxMat|1,29|2|2,58|2,58|
|Frame|Fence|MaxMat|1,99|2|3,98|3,98|
|Front & back wheel|M8 bolt|ISEP|2,00|1|0,00|2,00|
|Tail|Plastic tube|ISEP|1,95|1|0,00|1,95|
|Front & back wheel|Washer plane|ISEP|2,69|3|0,00|8,07|
|Front wheel|Spring washer|ISEP|2,39|1|0,00|2,39|
|Seat|Seat|ISEP|69|1|0,00|69|
^Total|||||210,92 €|486 €|
In addition, the [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#tlabel9b|Table 35]] shows the list of materials and providers used for building the frame and the wing and in table [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#tlabel8a|Table 38]] is shown the overview of electronic components. These tables are part of [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#materials_and_components|7.3 Materials and components]] chapter.
==== - Quality ====
**Quality of work**
In order to achieve a high quality work process in the project development, the goal is to finish all of the needed deliverables on time. When planning the deliverables, the required time to complete each task must be considered. Furthermore, it must be decided who will be the right person or people for the assignment at hand, in order to use all of the skillsets of different people purposefully. All of the deliverables must be based on research from trusted sources and have references for the original source. The deliverables must add value to the project and answer the questions regarding the given topic. The work must face the criteria given by the supervisors and if the team receives feedback afterwards, that there is some room of improvement, then this information must be applied to the work.\\
**Quality of the product**
The high-quality processes lead to a product matching the customer's demands, which means it is a high-quality product. The team has to make sure that all the components used in manufacturing the product are reliable and durable. The team aims the product to be reliable and durable. The goal is it to withstand the heat, wind and moisture. The product will have a longer life span because every product will go through rigorous quality testing. Production of the product won't be rushed and will be completed under supervision to avoid any mistakes. The goal is to avoid any kind of incidents with the product that might cause harm to the customer, what would lower the trust towards us, as a company. To avoid such hazards, the team has to make sure all of its suppliers are legitimate and certified. Moreover, the team has to provide its customers with a user manual on how to operate with the product, correctly and safely. The manual should also contain information about how to act and who to turn to if the product or some part of the product is broken or becomes unusable.
To determine the quality of the product one must check all of the sections in table {{ref>tlabel1000}}
Product quality checklist
^ Action ^ Success outcome ^
^ Joystick |^
| Moving the joystick to the right or left | The tail also moves to the desired direction |
| Moving the joystick back or forth | The tail moves to the zero position |
| Keep holding the joystick left or right | The tail moves 5° every 1 second |
| Push the joystick once left or right | The tail moves only 5° |
^ Steering |^
| Turning the steering system to the right or left | The car moves to the desired direction |
^ Wing |^
| Rotating the wing | The wing rotates freely around the base of the mast |
| Turning the tail | The wing also turns |
^ Automatics |^
| Turning the wing to left or right | The wind sensor stays in the position where the wind is coming from |
| Turning the wing to left or right | The tail also turns |
^ Tires |^
| Measuring the pressure in the tires | Air pressure in the tires is 2,0 bar |
^ Manual override switch |^
| Flipping the switch and moving the joystick afterwards | The tail moves to the desired direction |
==== - People ====
An important part of a smoothly developed project is to assign the appropriate tasks to those who may accomplish them. The team needs to allocate tasks according to each member skills. There is a need to manage people and their skills effectively and if done correctly it can reap great results in the project's outcome. This way each of the team members know who is responsible for which tasks and who takes up responsibility if anything should go wrong [(RAM)]. Table {{ref>tlabel20}} displays who is responsible for the tasks in the team.
That is why the team chose the responsibility assignment matrix method. A responsibility assignment matrix (RAM), also known as RACI matrix or linear responsibility chart (LRC), describes the participation by various roles in completing tasks or deliverables for a project or business process [(RAM)].
Description of the abbreviations used [(RAM)]:
* R = Responsible (also Recommender). Those who do the work to complete the task.
* A = Accountable (also Approver or final approving authority). The one who is ultimately answerable for the correct and thorough completion of the deliverable or task, the one who ensures the prerequisites of the task are met and who delegates the work to those responsible.
* C = Consulted (sometimes Consultant or counsel). Those whose opinions are sought, typically subject matter experts, and with whom there is two-way communication.
* I = Informed (also Informee). Those who are kept up-to-date on progress, often only on completion of the task or deliverable, and with whom there is just one-way communication.
Responsibility assignment matrix table
^Task\People^Karl^Marko^Narcisa^Christopher^Levente^Ana^Supervisors^
|Task Identification and Allocation|R|R|R|R|R|R|C/I|
|Project Backlog|R|R|R|R|R|R|C/I|
|Global Sprin Plan|R|R|R|R|R|R|C/I|
|Initial Sprint Plan|R|R|R|R|R|R|C/I|
|Gantt Chart|R|I|I|I|I|I|C/I|
|Technical research|R|R|R|R|R|R|C/I|
|Market research|I|R|I|I|I|I|C/I|
|Initial Budget Planning|R|R|R|R|R|R|C/I|
|System Diagram|I|I|I|R|R|R|C/I|
|Structural Drafts|I|I|I|R|R|R|C/I|
|Design|I|I|I|R|R|R|C/I|
|List of Materials and Budget Planning|I|I|I|R|R|R|C/I|
|Interim Presentation|R|R|R|R|R|R|C/I|
|Interim Report|R|R|R|R|R|R|C/I|
|Prototype Constructio|R|R|R|R|R|R|C/I|
|Software|I|I|I|I|R|I|C/I|
|Product Testing and Corrections|R|R|R|R|R|R|C/I|
|Upload Functional Test Results|R|R|R|R|R|R|C/I|
|Upload the Final Report and Presentation|R|R|R|R|R|R|C/I|
|Upload the Video, Poster, Manual and Paper|R|R|R|R|R|R|C/I|
|Final Presentation, Individual Discussion and Assessment|R|R|R|R|R|R|C/I|
|Upload the Wiki with all Correction Suggestions|R|R|R|R|R|R|C/I|
R = Responsible ; W = Worker ; A = Approval ; C = Consultant ; I = Informant; Q = Quality tester
==== - Communications ====
Communication is a key element both in private and professional life. If it is done efficiently in the business, the product development team is able to build not only a product that works perfectly but also gain the trust of their partners and have the attention of what is the most important - the customers.
PMI recommends the definition of a Communication Management Plan, documenting the communication methods, models, technologies and frequency [(PMI)].
According to the Project Management course, the Communication Management part should include :
* the mapping between stakeholders and communication needs: stakeholder analysis, who is responsible for providing each type of communication, frequency, when, where each communication will take place;
* the communication methods and the technologies used for communicating
* communication models: how, in what format information will be communicated and how project information will be collected, reported, and distributed;
Regarding the relevance of the Communication management plan, in the Table {{ref>tlabel132}} is presented in detail the communication with the stakeholders:
Communication management plan (the communication with stakeholders)
^Stakeholder Name(s)^Role^Responsibility^#^Stakeholder Information Requirements^Timeframe / Frequency/ Trigger^Where^How the information will be communicated, collected, reported, and distributed^
^Team Sailo|Development team|Development of the project.|1|Provide updates on project progress to the supervisors.|Weekly|F503/F409 or through Wiki.|Wiki and oral communication|
^:::|:::|:::|2|Receive updates on project and product requirements from the supervisors.|Weekly|F503/F409|Oral communication|
^:::|:::|:::|3|Request and receive information regarding the product and report requirements from the teachers.|Weekly or more times per week|F503/F409|Moodle and oral communication|
^:::|:::|:::|4|Exchange of information about work status, tasks within the team members.|Minimum 5 days per week.|Online or in F409.|Planner, OneNote, WhatsApp, Google Drive, Wiki.|
^:::|:::|:::|5|Provide and request information regarding the materials and components from the suppliers.|When is needed, response time: 3 working days. Deadline: 23rd of April.|Online or in stores.|Email or oral communication.|
^EPS Supervisors|Supervisors and Teachers|Supervising the work, providing support for the report writing and product development.|6|Request and provide feedback regarding the report, the requirements of the product, the deliverables.|Weekly and INTERIM presentation|F503/F409 and through Wiki.|Oral communication|
^:::|:::|:::|7|Receive demos and provide feedback.|Weekly and INTERIM presentation|F503/F409 and through Wiki.|Wiki and oral communication|
^:::|:::|:::|8|Receive an update on project progress|Weekly and every time these stakeholder is checking the progress on Wiki.|F503/F409 and through Wiki.|Wiki and oral communication|
^:::|:::|:::|9|In case of a possible sponsor, the supervisors will arrange a pitch and status meetings between the sponsor and the team.|When the product idea will be ready to be presented or when it will be a change about requirements.|F503/F409|Wiki and oral communication (presentations)|
^ISEP|Academical partner|Provide academical support as the classroom, laboratories, workshops, access to teachers, 300 euros budget, access to ISEP email address, to moodle, to ISEP portal.|10|Request of the legal proof of the bought materials (bill).|After buying the materials.|Accounting ISEP office.|Oral communication or email|
^:::|:::|:::|11|Request presence at courses in order to receive workshop certificates and EPS certificate.|Weekly|Classroom|By validating one's ISEP card|
^Suppliers|Suppliers|Materials and components providers.|12|Receive the list of the components and materials needed and provide the offer and disponibility they have in their stores.|When needed|Online or in stores.|Email or oral communication (in stores)|
^Customers|Customers|To be informed about the product if they are interested in buying it.|13|Receive information from product team through a communication strategy.|Weekly or monthly, depends if they are subscribed to Sailo media channels.|Online or in stores.|Online or in stores or through physical communication materials|
^:::|:::|:::|14|Ask for information if something is unclear about the product.|Ad-hoc|Online or in stores.|Online or in stores or through physical communication materials|
^:::|:::|:::|15|Ordering the product.|Ad-hoc|Online or in stores.|Online or in stores or through physical communication materials|
^Competitors|Competitors|They are contributing to a healthy, competitive industry in the interests of all participants, including customers|16|Launching a new product|Ad-hoc|On the market - online or through leaflets, posters etc.|Online or in stores or through physical communication materials|
^:::|:::|:::|17|Having a new communication campaign about their actual products.|Ad-hoc|On the market - online or through leaflets, posters etc.|Online or in stores or through physical communication materials|
In addition, as mentioned in Chapter [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#project_planning|1.7 Project Planning]], for planning and organizing the work, the team is using the SCRUM methodology. Besides the organizational part, SCRUM framework offers the benefit of improving communication too.
Two of the SCRUM principles are [(AgileSCRUM)]:
* close and daily collaboration between business people and the developers (which applies to the team because it is divided between the technical expert team and the business expert team);
* Face-to-face conversation is the most efficient and effective form of communication. The team is promoting short daily meetings with the whole team. In Scrum terminology, these are “dailies” or “standups.”
Table {{ref>tlabel22}} displays an example of one of the team daily stand-ups:
Team 1 Daily stand-up (example)
^Summary 25.03.2019^Ana^Chris^Karl^Levi^Marko^Narcisa^
|What did I do Yesterday?|Drawings & more research about the frame|Solidworks|/|/|/|/|
|What do I plan to do today?|Solidworks components|Calculations / Research|Finish introduction paragraph in Wiki|Choose the core sensor|Conclusion and Wiki Eco chapter|Marketing chapter – define structure|
|Do I have any Blockers?|Errors in Solidworks, because thing are not coincided|No|No|I don't know how the sensors work, but I'm going to find it out|No|No|
Besides the Daily stand-ups, the team also organizes a meeting at the end of each Sprint, in which the team is reviewing how many tasks were completed and a retrospective is made to see if something has to be improved in the teamwork. This process will be detailed in chapter [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#sprint_outcomes|3.11 Sprint Outcomes]] and chapter [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#sprint_evaluations|3.12 Sprint Evaluations]].
In figure {{ref>flabel24}} all the team communication channels and their use percentage are displayed. Oral communication is the most used with a 55% percentage, and OneNote least used with 4%:
{{ :meta-chart.jpg?nolink&600 |}}
Communication channels
Summing up, communication plays a fundamental role in the team's project. To improve it further, the team follows all the mentioned strategies.
==== - Risk ====
Risk management is essential to be taken into account in a project. In order to be ready for some setbacks and stepping stones along the way, it is important to document possible risks. Risk management also eliminates the need to only deal with consequences and negative circumstances afterwards. Table {{ref>tlabel14}} displays the team's risk management, with possible causes, impact and the strategies to deal with certain risks.
**Scaling:**
* 1 - Low
* 2 - Medium
* 3 - High
Impact×Probability=Rank\\
Rank helps to identify which risks could influence the project more and which ones less.
**Risk dealing strategies** [(PRMTW)]:
* Avoid - Eliminate the cause and the threat.
* Mitigate - If the risk cannot be eliminated, reducing its impact
* Transfer - Transfer the risk to the third party
* Accept - Accept the risk, make a backup plan if possible.
Risk management
^ Description ^ Cause ^ Probability ^ Impact ^ Rank ^ Strategy ^
^ Teamwork |||||^
| Team member absent | Irresponsibility/sickness/accident | 2 | 1 | 2 | Mitigate |
| Argument between team members | Misunderstanding/communication problems | 1 | 3 | 3 | Mitigate |
^ Market |||||^
| Project will not be profitable | Too specific, not enough interested customers | 1 | 3 | 3 | Avoid |
| Project will not be a next step in land sailing | Over-engingeering, does not match real world needs | 2 | 3 | 6 | Accept |
| Product does not stand out in the market | Market is too segmentated | 2 | 3 | 6 | Mitigate |
^ Mechanical |||||^
| Choosing wrong materials | Poor research/miscalculations | 1 | 3 | 3 | Avoid |
| Car does not move as expected | Miscalculations | 2 | 3 | 6 | Avoid |
^ Electronical |||||^
| Components delayed | Supplier gave wrong delivery time/out of stock | 2 | 2 | 4 | Transfer |
| Wrong components | Poor research/incorrect schematics | 1 | 3 | 3 | Avoid |
| Wind sensor not working | Incorrect schematics/transportation injury | 1 | 3 | 3 | Avoid/Transfer |
| Servo motor does not move the tail as expected | Incorrect microcontroller programming | 2 | 3 | 6 | Avoid |
^ Safety |||||^
| Injuries caused to the customer by the product | Careless customer/manufacturing error | 2 | 3 | 6 | Transfer/Avoid |
Considering the delayed components, at first, it is possible to transfer this risk, meaning that the responsibility of delivering the components on time will be on the supplier. If this risk should start to repeat itself, and the parts will not arrive on time for the second time and the third time and so on, the risk's influence should be minimised by finding new and more trustworthy partners to work with.
==== - Procurement ====
Procurement is the process of finding and agreeing to terms, and acquiring goods, services, or works from an external source, often via a tendering or competitive bidding process [(ProcABC)].\\
In the case of this project, procurement means establishing the materials needed, deciding which parts will be made and which part will be bought and who will be the providers.
Table {{ref>tlabel13a}} displays the materials, the components needed for building the prototype and additional information as local provider, alternative provider, cost, quantity, delivery time.
Materials and components for the prototype
^Purpose^Name^Local provider or Sponsor^Quantity^Make vs Buy^Needs changes?(eg.: welding)^Delivery time (estimated)^Alternative provider|
^Sensor|Rotary encoder|Digikey|1|Buy|Yes|Up to 5 working days|Aquário-Comércio de Eletrónica|
^Micro processor|Arduino UNO|Digikey|1|Buy|Yes|Up to 5 working days|Aquário-Comércio de Eletrónica|
^Switch|Toggle Switch|Digikey|1|Buy|No|Up to 5 working days|Aquário - Comércio de Eletrónica|
^Joystick|2 axis|Digikey|1|Buy|No|Up to 5 working days|Aquário - Comércio de Eletrónica|
^Motor|Servo DC|Karl|1|Buy|Yes|Up to 5 working days|Aquário - Comércio de Eletrónica|
^Battery|12 V Lead Acid|Digikey|1|Buy|Yes|Up to 5 working days|Aquário - Comércio de Eletrónica|
^Breadboard|Breadboard|Digikey|1|Buy|No|Up to 5 working days|Aquário - Comércio de Eletrónica|
^Voltage regulator|DC/DC, Step Down|Digikey|1|Buy|No|Up to 5 working days|Aquário - Comércio de Eletrónica|
^Resistor|10 kΩ|Digikey|5|Buy|No|Up to 5 working days|Aquário - Comércio de Eletrónica|
^Jumper Wire kit|Jumper Wire kit|Digikey|1|Buy|No|Up to 5 working days|Aquário - Comércio de Eletrónica|
^Sail ribs|Plywood 800x400x10 mm|Leroy Merlin|2|Buy|No|Up to 5 working days|AKI, MaxMat|
^Sail ribs|Plywood 1200x600x15 mm|Leroy Merlin|5|Buy|No|Up to 5 working days|AKI, MaxMat|
^Wheel|Wheel int 20 mm|Wera store|1|Buy|No|Up to 5 working days|Leroy Merlin|
^Rigid sail cover|PVC role 0.25 mm thickness|AKI|18|Buy|No|Up to 5 working days|Leroy Merlin|
^Rigid sail and the tail|UHU Contact glue|Prof. Supervisor Abel Duarte|5|Buy|No|Up to 5 working days|Leroy Merlin|
^Rigid sail and the tail|UHU glue for wood|Prof. Supervisor Abel Duarte|5|Buy|No|Up to 5 working days|Leroy Merlin|
^Frame|Galvanized steel wall hook 175 mm|MaxMat|2|Buy|No|Up to 5 working days|Leroy Merlin|
^Frame|Fence|MaxMat|2|Buy|No|Up to 5 working days|Leroy Merlin|
^Frame|Profile 50 x 50 x 3 mm|Sponsor: Tecnogial|9|Sponsorship|Yes, cutting & welding|Up to 5 working days|AKI|
^Mast|Mast ∅50mm frame|Sponsor: A Structure|1|Sponsorship|Yes, cutting|Up to 5 working days|AKI|
^Tail|Plastic tube|Prof. Supervisor Manuel Silva|1|Sponsorship|No|Up to 5 working days|AKI|
^Seat|Seat|ISEP|1|ISEP|Yes, cutting|Up to 5 working days|AKI|
^Frame|Washer plate|ISEP|3|Buy|No|Up to 5 working days|AKI|
^Frame|Spring washer|ISEP|1|Buy|No|Up to 5 working days|AKI|
Table {{ref>tlabel14a}} displays the list of teams' sponsors or helping institutions and what services, materials or components were provided.
Sponsors or Helping institutions and what services, materials or components were provided
^Sponsor or Helping Institutions^Material, Component or Service|
|Tecnogial|Material: Metal for the frame|
|AC Structures|Component: Mast|
|Gislotica|Service: cutting steel machine|
|Autonomous Systems Laboratory LSA|Service: Woodcutting for making the ribs for the tail and the wing|
|ISEP, the Mechanical Technology Laboratory|Service (space fully equipped): Mechanical Workshop|
|Automotive Laboratory, with the help of João Vaz technician|Structure welding|
|ISEP, Prof. Supervisor Abel Duarte|Contact glue|
|ISEP, Prof. Supervisor Manuel Silva|Component: Plastic tube for the tail|
|ISEP|Components: the seat, the M8, the washer plane and the spring washer|
==== - Stakeholders management ====
Supervisors, technics, sponsor, whoever helps or adds value to the project.
A person, group or organization that has interest or concern in an organization. Stakeholders can affect or be affected by the organization's actions, objectives and policies. Some examples of key stakeholders are creditors, directors, employees, government (and its agencies), owners (shareholders), suppliers, unions, and the community from which the business draws its resources. Not all stakeholders are equal. A company's customers are entitled to fair trading practices but they are not entitled to the same consideration as the company's employees [(Stakeholder)].
The group needs to focus on the stakeholders in the project who could have the biggest impact on the outcome of the project. Stakeholders needs need to be fulfilled so the risk for the project would be low. By fulfilling their needs the outcome would also be the best product imaginable. The stakeholders for the project in hand are:
* Team Sailo
* EPS Supervisors
* ISEP
* Suppliers
* Customers
* Competitors
Table {{ref>tlabel17}} shows the information relating to stakeholders.
Stakeholders
^ Stakeholder ^ Power ^ Influence ^ Action ^ Role ^
^ Team Sailo | High | High | Manage Closely | Create the Project |
^ EPS Supervisors | High | High | Manage Closely | Manage the project |
^ ISEP | High | Low | Keep Satisfied | Sponsor; give possibilities |
^ Suppliers | Low | Medium | Keep Informed | Sell supplies |
^ Customers | High | High | Manage Closely | Buy the Product |
^ Competitors | Low | Medium | Little Attention | Make their product |
Figure {{ref>flabel25}} displays the placement of the stakeholders. This helps the team to manage them and focus on the ones needed.
{{ :stakeholders.jpg?nolink&600 |}}
Placement of the stakeholders
==== - Sprint Outcomes ====
The Sprint Review takes place at the end of the Sprint and its purpose is to gather feedback on what the team has completed [(SprintReview)]. The following tables exemplify the tasks and the planned time from every sprint.\\
Table {{ref>tlabel115}} displays information about **Sprint 1**:\\
^PBI and task^Assignee^Needed Effort [hours]^Planned time [hours]^Status^
|ID01 Research (the rigid sail and the electronic parts)|Ana, Chris, Levi|15 |20 |Completed|
|ID02 The structural drafts|Ana|5 |7 |Completed|
|ID03 The "Black box" system diagram|Levi|5 |4 |Completed|
|ID04 Upload the deliverables on Wiki|Karl|1 |1 |Completed|
|ID05 Define the project backlog|Team|6|6 |Completed|
|ID06 Define the Global sprint plan|Team|6 |6 |Completed|
|ID07 Make the Gantt chart|Karl|3 |4 |Completed|
|ID08 Work on the initial sprint plan|Team|6 |4 |Completed|
^ Sprint Velocity||47 h|52 h| |
The maximum time of the team for the tasks: 240 (5 days x 8 hours x 6 persons)-204 hours (Courses = 34 hours x 6 persons)=36 hours\\
Table {{ref>tlabel16}} displays information about **Sprint 2**:\\
^PBI and task^Assignee^Needed Effort [hours]^Planned time [hours]^Status^
|ID01 Decision about what kind of sail the team will use and the manual/automatic decision|Ana, Chris, Levi|6 |6 |Completed|
|ID02 Define the logo|Levi|3 |3 |Completed|
|ID03 Choose the airfoil|Ana, Chris|10 |8 |Completed|
|ID04 Refrences and biblography|Karl|3 |4 |Completed|
|ID05 Fix the black box|Levi|3 |3 |Completed|
|ID06 Research about the sensors and the controllers|Levi|6 |6 |Completed|
|ID07 Presentation for Ethics class|Marko|3 |2 |Completed|
|ID08 Leaflet/brochure drafts|Karl|4 |4 |Completed|
^ Sprint Velocity||38 h|36 h| |
The maximum time of the team for the tasks: 108 hours\\
Table {{ref>tlabel117}} displays information about **Sprint 3**:\\
^PBI and task^Assignee^Needed Effort [hours]^Planned time [hours]^Status^
|ID01 Finish the Introduction chapter|Karl|5 |5 |Completed|
|ID02 Selection of the materials and the components|Chris and Levi|14|15 |Completed|
|ID03 Cardboard model|Marko|2 |2 |Completed|
|ID04 Structural Drawings|Ana and Chris|30 |25 |Completed|
|ID05 Ethical and Deontological chapter|Karl|8 |8 |Completed|
|ID06 State of the art conclusion|Marko|8 |8 |Completed|
|ID07 Detailed Schematics|Levi|6 |6 |Completed|
|ID08 Marketing chapter (10%)|Narcisa|8 |8 |Completed|
|ID09 Research about the possible sponsor|Narcisa|3 |3 |Completed|
|ID10 Daily stand-ups|Team|1|1 |Completed|
^ Sprint Velocity||87 h|81 h| |
The maximum time of the team for the tasks: 102 hours \\
Table {{ref>tlabel18}} displays information about **Sprint 4**:\\
^PBI and task^Assignee^Needed Effort [hours]^Planned time [hours]^Status^
|ID01 Research brake|Chris|2 |2 |Completed|
|ID02 Wing forces on wiki|Chris|1.5 |1.5 |Completed|
|ID03 Update the power budget|Levi|2 |1 |Completed|
|ID04 Update the schematics|Levi|2 |3 |Completed|
|ID05 Refine every part from the presentation (content and images)|Team|3 |5 |Completed|
|ID06 Fill in the assessment form|Team|1 |1 |Completed|
|ID07 Procurement (report)|Narcisa|2 |3 |Completed|
|ID08 Table with all the components and the materials reunited|Narcisa|2 |3 |Completed|
|ID09 Introduction and conclusion for the 7th chapter|Chris|1 |1 |Completed|
|ID10 Upload and refine the functionalities and the requirements of the product|Narcisa|1 |2 |Completed|
|ID11 Research about the magnetic rotary encoder|Levi|2 |2 |Completed|
|ID12 Sprint backlog and task allocation|Narcisa|2 |6 |Completed|
|ID13 The functionalities and the requirements of the product (table)|Narcisa|3 |3 |Completed|
|ID14 Communication on PM chapter|Narcisa|2 |4 |Completed|
|ID15 Conclusions on MK chapter|Marko|0.5 |0.5 |Completed|
|ID16 Interim presentation (prezi)|Karl|3 |3.5 |Completed|
|ID17 Marketing chapter|Narcisa, Karl, Marko|10 |12 |Completed|
|ID18 State of the Art (price, gap, conclusions)|Ana|2 |2 |Completed|
|ID19 Review the functional tests part|Chris, Levi|0.5 |0.5 |Completed|
|ID20 Acknowledgement section|Levi|1 |1 |Completed|
|ID21 Update the report glossary section|Levi|1.5 |1.5 |Completed|
|ID22 Conclusion on PM chapter|Marko|0.5 |0.5 |Completed|
|ID23 Ethical and Deontological concerns - related to exact materials|Marko|1.5 |1.5 |Completed|
|ID24 Sprint evaluations on PM chapter|Narcisa|1.5 |2 |Completed|
|ID25 Sprint outcomes on PM chapter|Narcisa|1.5 |1.5 |Completed|
|ID26 Costs on PM chapter|Narcisa|2 |2 |Completed|
|ID26 Report of the 4.04 meeting on wiki + next steps report for the team 3h|Narcisa|3 |3 |Completed|
|ID27 Meeting with Jorge Justo and Manuel Silva|Team|10 |8 |Completed|
|ID28 Upload in wiki the calculations for the meeting|Chris|1 |1 |Completed|
|ID29 Eco-efficiency Sustainability - conclusion and direct references to materials 2h|Marko|1 |1 |Completed|
|ID30 Modify the motivation and the problem on Chapter 1 |Narcisa|2 |1 |Completed|
|ID31 Drawings|Ana|2 |3 |Completed|
^ Sprint Velocity||67 h|82 h| |
Table {{ref>tlabel7b}} displays information about **Sprint 6**:\\
^PBI and task^Assignee^Needed Effort [hours]^Planned time [hours]^Status^
|ID01 (deliverable) Selection of the local providers & final list of materials & components|Ana, Chris, Levi|5 |5 |Completed|
|ID02 Refine the report|Team|30 |24 |Completed|
^ Sprint Velocity||35 h|29 h| |
Table {{ref>tlabel7c}} displays information about **Sprint 7**:\\
^PBI and task^Assignee^Needed Effort [hours]^Planned time [hours]^Status^
|ID01 Finish the material and components list and send it to supervisors|Ana, Levi|5 |6 |Completed|
|ID02 Refine the report|Team|15 |10 |Completed|
|ID03 Write the research paper (Overleaf)|Karl, Ana, Levi|16 |15 |Completed|
|ID04 Go into the shops and check what they have, dimensions etc.|Karl, Ana, Marko, Chris|8 |8 |Completed|
|ID05 Transport the materials|Ana, Karl, Marko|3 |3 |Completed|
^ Sprint Velocity||47 h|42 h| |
Table {{ref>tlabel7d}} displays information about **Sprint 8**:\\
^PBI and task^Assignee^Needed Effort [hours]^Planned time [hours]^Status^
|ID01 Mechanical workshop|Team|20 |20 |Completed|
|ID02 Drawings|Ana|10 |12 |Completed|
|ID03 LSA|Team|3 |3 |Completed|
|ID04 The functional tests and the results|Karl, Levi|3 |3 |Not completed because the prototype is not ready|
|ID05 The portuguese presentations and the test|Team|12 |12 |Completed|
^ Sprint Velocity||48 h|50 h| |
Table {{ref>tlabel7e}} displays information about **Sprint 9**:\\
^PBI and task^Assignee^Needed Effort [hours]^Planned time [hours]^Status^
|ID01 Update the wiki, report, paper with all correction suggestions after the final presentation|Team|12 |12 |Completed|
|ID02 Hand-in CD & printed report to coordinator (somebody)|Ana or Karl|1 |1 |Completed|
|ID03 Last modifications on the prototype (painting, check electrical connections)|Team|12|10|Completed|
^ Sprint Velocity||25 h|23 h| |
==== - Sprint Evaluations ====
The Sprint Retrospectives meeting occurs after the Sprint Review meeting and before to the next Sprint Planning meeting. The main goal of the meeting is to discover and discuss together the positive and negative aspects during the Sprint period [(SprintRetro)]. Table {{ref>tlabel19}} highlights the discussed points in every Sprint Retrospective meeting:
Sprint evaluations
^Sprints^Positive^Negative^Start doing^Keep Doing^Stop doing^
|Sprint 1 (2019/03/7-2019/03/13)| Everyone knows what they are doing. All tasks were completed. |The fact that PJM class didn't take place on the right time and we lost time figuring out how should we organize the tasks.| Daily stand-ups, More structural and organized tasks, Sharing important updates regarding the technical status, Dividing into tasks everything we have to present on INTERIM (11.04.2019), Everyone has to fill in the daily stand up part (20190321 Sprint 03 Daily Standup) | Communication, Completing the tasks on time (effectiveness) | Missing class without a good reason, Being late, Write text without references, Not paying attention |
|Sprint 2 (2019/03/14-2019/03/20)| The table with calculations, The simulations, Structural drawings, We picked the airfoil, A lot of improvements in the technical part of the project | Missing classes, Missing the most important meeting from the week (Thursday meeting), We didn't finish all of our planned tasks | Attend classes, Start working on all of the chapters on Wiki, Keep deadlines in mind |Communicate| Missing classes, Missing the most important meeting from the week (Thursday meeting), Not doing the assigned tasks, Doing everything on the last day |
|Sprint 3 (2019/03/21-2019/03/27)| All the tasks were finished, Worked on ethics paragraph, Worked on sustainability paragraph, Worked on marketing paragraph, A rough model of Components and materials |We did not calculate our velocity| Calculating the velocity on Sprint reviews | Determined working, Good communication | Editing wiki without asking if anyone is already doing it, Missing classes where the whole team presence is essential. |
|Sprint 4 (2019/03/28-2019/04/3)|Electrical part is coming along well| Lack of mechanical support, Some tasks were not finished | Work more together after lessons, More reflections between team members, how is everyone doing with their tasks |Working|Have too little amount of meetings|
|Sprint 5 (2019/04/04-2019/04/10)|We manage to finish before Interim presentation all 31 tasks |We haven't uploaded in time the export of our report on Wiki|Uploading pictures only in jpg, not in png format|Being proactive when we see a mistake and uploading everything in wiki|Doing everything in the last moment|
|Sprint 6 (2019/04/23-2019/04/30)|These are some clear ideas now about the providers and from where the team can get what the team needs|Not everyone refined the report properly|Updating everything in wiki|Being proactive when other team members are unavailable|Doing everything in the last moment|
|Sprint 7 (2019/05/02-2019/05/14)|The Scientific Paper was finished in time; Ana received help from more sponsors;|The electrical parts are not so good - the team needs new or other components.|Better communication|Being proactive when other team members are unavailable|Doing everything in the last moment|
|Sprint 8 (2019/05/15-2019/05/29)|The team had access in the mechanical workshop and received support from LSA with the ribs|The prototype wasn't finished in time for tests; there were problems with the electrical part as well.|Update on wiki the practical part|Being proactive when other team members are unavailable|Postpone tasks|
|Sprint 9 (2019/05/30-2019/06/14)|The team advanced with the prototype construction process.|We did not finish the prototype yet and we don't have all the test results.|Have all the materials in order to finish the prototype in the next sprints and divide the chapters to be corrected between team members.|Being proactive, finish the allocated tasks.|Postponing small tasks that are very important in the end.|
|Sprint 10 (2019/06/15-2019/06/19)|The team advanced with the prototype construction process.|Unfinished prototype, some small components missing and mistakes in the final report.|Correcting the mistakes from all the final deliverables.|Being proactive, finish the allocated tasks.|No stop doing aspects in this sprint.|
|Sprint 11 (2019/06/20-2019/06/27)|General feedback from the final presentation: Our team improved a lot compared with the interim status.|We did not apply all the wanted tests on the prototype.|Modify according to the feedback the report, the paper, the poster, leaflet.|Being proactive, finish the allocated tasks.|No stop doing aspects in the final sprint.|
==== - Conclusion ====
The team came to the conclusion that the project has to be managed efficiently and strategically. The best way to do this is by using the Scrum method. This allows the team to be agile and design work around changes that occur in the project. By dividing the work into sprints the team can accomplish smaller goals more frequently and just be more productive.
Tasks have to be assigned according to people's expertise and skills. Tasks have to be divided equally so everyone has an equal workload. By doing this, they make sure that every member is involved in the work and the project has the best possible solution. All the parts of the project have to be considered, not only the people. Risks concerning the stakeholders, the budget and the market need to be scaffolded.
The project management and its planning lay a fundamental foundation for the completion and the success of the project.
===== - Marketing Plan =====
==== - Introduction ====
Marketing is one of the most important parts of this project because it is not only about investing time and resources but also it will affect the start of the business. A good marketing strategy helps the team to maintain long-lasting and ever-present relationships with the audience.
Through marketing, the team can discover useful information about the market, who are the potential customers and know them better, who is the competition and the best way to communicate the value proposition over the competitors’ (using, for example, a competitive matrix format) [(CompLand)].
Based on the first phase of the marketing, **the audit** (which includes market analysis, SWOT analysis, segmentation), the team is making **a marketing plan**, the second phase of the marketing (with strategic objectives, how and where to position the brand).
Once everything is completely defined, the team will focus on the last phase of the marketing plan - the operational one, that includes marketing actions (the 4 P’s from marketing mix with all its objectives, the budget and the control strategy of these objectives).
Therefore, even if the team already knows the strong technical improvements that the product will have on the market, through marketing the team can find the way to communicate these benefits to the customers in a non-technical way and to discover which could be the right triggers for them to choose a rigid sail kart over a sail kart.
==== - Market Analysis ====
There are a lot of ways to make the analyse of a market and its main goal is to determine the attractiveness of a market and to understand its evolving opportunities and threats as they relate to the strengths and weaknesses of the project or of the company [(NetMBA)].
The team chose the three levels of the marketing analysis, as the picture {{ref>flabel26}} highlights: the macro-level, which is related to the contextual environment, the meso-level, which represents the transactional environment and the micro-level, which exposes more about the organization.
{{ ::macro-meso-micro-foresight-cards.jpg?nolink&400 |}}
Levels of marketing [(MMM)]
=== - Macro-environment===
The best way to examine the Macro environment of a product is to carry out a PESTEL analysis as it is displayed in the picture {{ref>flabel27}}. It is a tool used to inspect Political, Economic, Social, Technological, Environmental and Legal factors that might have an impact on the processes of an organisation. PESTEL is a really useful framework to assemble for the starting company, especially combined with a SWOT analysis [(PESTEL)].
{{ :1.png?600 |}}
PESTEL analysis diagram [(PESTEL)]
The team made the PESTEL analysis, which includes analyse from the political, economic, social, techno logical, environmental and legal point of view.\\
**Political**\\
__Opportunities__
* Free-trade in European Union.
* To comply with the environmental legislation of EU the team will use local providers and as much as recyclable materials as possible.
__Threats__
* Brexit makes one part of the available market much harder to access.
**Economic**\\
__Opportunities__
* Entering the market with a new and innovative solution for land sailing.
* All the competitors use quite similar technologies for leisure-time land sailing, so Sailo can differentiate.
__Threats__
* Quite specific product and not very popular sport.
* Some competitors have already established a big and loyal community for their product.
**Social**\\
__Opportunities__
* Raising awareness of spending leisure time in an eco-friendly but at the same time also very enthralling way.
__Threats__
* No relevant aspects.
**Technogical**\\
__Opportunities__
* Sailo's product uses a self-adjusting system.
* People are interested in innovative products, which help to make their life more comfortable.
* Sailo can offer the idea of using their sail technology to other fields - i.e. sailing drones.
__Threats__
* Some enthusiasts of land sailing might not want the opportunity for the self-adjusting system.
**Environmental**\\
__Opportunities__
* Using the wind to power the product.
* Driving with Sailo's car leaves zero emissions and a really small ecological footprint.
__Threats__
* Some countries might not have the environmental aspects needed to drive the vehicle.
**Legal**\\
__Opportunities__
* Can create a new solution for land sailing and patent it.
__Threats__
* No relevant aspects.
=== - Meso-environment ===
The meso-environment is the one that makes the business survive through components as the strategic alliances, competitors, suppliers, knowing your demand, distribution channels and proposition.\\
**Competitors**
In business, a competitor is a company from the same industry or a similar industry which offers a similar product or service [(Competitor)].\\
Sailo's competitors are:
* Companies that are producing soft sail karts;
* Companies that are producing rigid sail karts;
* Companies that are selling building plans, in order for users to build the karts on their own;
* Rental companies.\\
In table {{ref>tlabel13}} an overview of the competitors on the market is displayed.
Competition on the market
| ^ Soft sail kart producers ^ Rigid sail kart producers ^ Building plans sellers ^ Rentals ^
^ Companies | • Blokart (Global)\\ • X-Sail (UK)\\ • Rinox (Spain)\\ • Libre (Germany)\\ • Seagull (France)\\ • Whike (Netherlands)\\ • Sirocco (US)\\ • Manta Landsailors (US) | **Greenbird**, previously known as WindJet (UK)\\ Not active on the market anymore, their intent was\\ never to produce land sailing karts, only to break\\ land and ice records for speed.\\ They moved their attention to wind-powered ocean drones. | • Land sailor plans (US)\\ • Windy days products, (AR) | Land sailing schools and rental places across Europe.\\ All of the rent karts with soft wings. |
**Strategic alliances**:
* Land yachting school;
* Portuguese land yachting influencer;
* Sponsor;
* Suppliers;
* Fan courier.\\
**Demand**\\
Most marketing experts define demand generation as targeted marketing programs that drive awareness and interest in a company’s products and/or services [(DemandMarket)].\\
For the team's product, this can be applied through:
* Demand creation - Pushing Sailo's brand and product into the market to generate new interest and demand [(DemandMarket)]: press releases, helpful articles, videos, reports, and other various types of content.
* Lead generation tactics - the main goal is to collect the contact information of sales prospects (content marketing, SEO, email marketing, and social media). Getting people to fill out Sailo's lead generation forms can be done through gated content such as eBooks, whitepapers, case studies, videos, and webinars.\\
**Suppliers**\\
A supplier is a person or business that provides a product or service to another entity [(Supplier)]. What is expected from the supplier is to provide Sailo with high-quality products from a manufacturer, at a good price to a distributor or retailer for resale. But because most of the materials or components are going to be bought and not made, the project is more in need of a Distributor. Examples of distributors from Portugal market: Sika Portugal, Bricomarché, ELECTRO Siluz and LEROY Merlin.\\
**Value proposition**:
* Defined problem - Faster, easier to learn, easier to use.
* Problem solved for beginners and experienced users.
* Differentiate the technical solutions for the land yachting wind-propelled vehicle, with advantages for advanced and beginner users.
=== - Micro-environment ===
Factors or elements in an organization's immediate area of operation that affect its performance and decision-making freedom. These factors include competitors, customers, distribution channels, suppliers, and the general public [(Microenvironment)].\\
The team made the micro-environment analysis, which includes topics as the mission, vision, competitors, market, suppliers, partners and clients.
**Mission**\\
The Mission is to sell a quality product that allows people to spend their free time without hurting mother nature.\\
**Vision**\\
Sailo's vision as a company is to become one of the main producers of rigid sail cars on the market by 2025.\\
**Competitors**\\
Sailo's main competitors are other sail car producers on the market. The main competitors are the bigger companies who have already established themselves and they own a big portion of the market. The team has to be up to date with competitors and their products. Sailo has to keep up with them so they could not grab an ever bigger market share and that they won't expand to new markets faster than the team's product. Big companies like Blokart can enter a new market and expand their business there without making money. They can expand aggressively and work while being in deficit because they have free capital to do so. This way they could eat out the competition by keeping their prices lower or by aggressively marketing their product. The team's bonus is the fact that the team's product is unique at the moment. Sailo will be the first ones to make a sail car with a rigid sail that self corrects and it is commercially available for every people. Similar sail cars are only being used for competitions. Sailo wants to make a product for the customer who doesn't have previous experience so they could just jump in the car and use it right away.\\
**Market**\\
One of the problems with the team's product is that the market seems quite saturated (not because there are a lot of sail cars with rigid sails on the market, but because the customer may not see the differences and the advantages of the sail car that has a rigid sail). There are other competitors on the market that offer a similar product. The team would have to market and navigate the market quite skillfully to achieve success and get their product noticed. Sailo has to stand out and make their brand seem like a professional one and the product seem like a necessary item to own for the customers.\\
**Suppliers**\\
Sailo's main suppliers for materials would preferably be local producers or sellers. Over time the volume of the products sold will increase as will the volume of materials needed would. This would allow Sailo to improve and build up relations with sellers or producers and in turn, companies would be more ready to offer cheaper prices for materials.\\
**Partners**\\
Sailo's main partners would be the logistics companies that would handle the storage and transportation of their product. As with the suppliers, relations could be improved with them and therefore the price can be negotiated lower. Another benefit of working with them is that they would exactly know the properties of the product. This allows them to organize storage and transportation even more efficiently. They would know when and from where to pick up the product. This would lower costs and transportation would be less time taking.\\
**Clients**\\
Sailo's main clients would be regular people and also companies that would offer Sailo's product as a service. The companies would be situated near beaches, for instance, and sell the product as a rental car to use on the beach for a certain time with a fixed price. Sailo's customers are people who want to have an exhilarating time and experience land sailing without hurting mother nature. Thanks to the recent boom in the economy people can afford to spend more money and purchase more products/services. But there are clients who are price sensitive and will only look for the best price on the market. As long as Sailo manages to make the product unique and have competitive prices there is a market share to be grabbed by Sailo.\\
Sailo's potential customers are:
- Beginners, who are interested and curious in taking up land sailing.
- Intermediate land sailors, who want to try new technology.
- Experienced land sailors, who want to sail faster than with a soft sail.
Table {{ref>tlabel12}} displays a comparison between the types of potential customers.
Comparison between different customer types
| ^ Beginners ^ Intermediate ^ Experienced ^
^ Needs | • Easy or no manual sail adjusting;\\ • Safe and easy experience, but also motivated to try it not only once;\\ • To be able to rent the sail car. | • Having both manual and automatic mode (self-adjusting system);\\ • Be able to try it before buying;\\ • Be able to personalize the product. | • Having both manual and automatic mode (self-adjusting system);\\ • Be able to try it before buying;\\ • Be able to personalize the product;\\ • Quality materials. |
^ Benefits | • Easy to use;\\ • Easy to learn;\\ • Safe experience;\\ • Experience an activity that is not very popular, but thrilling, fun and interesting;\\ • Environmentally friendly feeling, because the product is moving with the power of wind;\\ • Activity to experience with friends or family;\\ • Possibility for training and competitions. | • Easier to use than the soft sail kart;\\ • Possibility to choose between manual or automatic mode (self-adjusting system);\\ • Becoming a trend-setter by using Richard Jenkins invention applied on a land sail car [(BBC)];\\ • Beside being part of land sailing community, the opportunity to be a part of a green-revolution community too. | • Easier to use than the soft sail kart;\\ • Possibility to choose between manual or automatic mode (self-adjusting system);\\ • Becoming a trend-setter by using Richard Jenkins invention applied on a land sail car [(BBC)];\\ • Beside being part of land sailing community, the opportunity to be a part of a green-revolution community too. |
In order to have an idea regarding the possible customers, the team contacted the main competitors from the European market that are using soft sail for their karts. There have been two responses received, from **SEAGULL** [(Seagull)] and **Blokart** [(AboutBlokart)]. Blokart advised the team to make a research regarding the number, location, and size of land sailing clubs from Europe and SEAGULL informed the team that they don't have customers from Portugal.
==== - SWOT Analysis ====
SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis is a framework used to evaluate a company's competitive position and to develop strategic planning. SWOT analysis assesses internal and external factors, as well as current and future potential. A SWOT analysis is designed to facilitate a realistic, fact-based, data-driven look at the strengths and weaknesses of an organization, its initiatives, or an industry. The organization needs to keep the analysis accurate by avoiding pre-conceived beliefs or grey areas and instead focusing on real-life contexts. Companies should use it as a guide and not necessarily as a prescription [(SWOT)]. Figure {{ref>flabel28}} displays the team's project's SWOT analysis.
{{ :vocabulary_word_map-page-001.jpg?600 |}}
The team's SWOT
The SWOT analysis allows the team to get a clear overview of the risks surrounding the team and the project. This way the team can guide the business according to the results - where the team could improve and where to be extra careful.
==== - Strategic Objectives ====
Strategic objectives are long-term organizational goals that help to convert a mission statement from a broad vision into more specific plans and projects [(MattP)].
For the Sailo product the following objectives are defined:\\
1st year:
* Build the prototype before 2019-06-14 with the maximum delay up to 2019-06-19;
* Finish the project report before 2019-06-14;
* Improve the product based on the test results applied to the prototype until 2019-09-30;
* Find the main suppliers until 2019-09-15;
* Build a final product of Sailo which can go into series production before 2019-12-12;
* Professional website with the online shop before 2019-12-12;
* Social Media presence on Instagram, Facebook, Youtube with connection to the online shop link before 2019-12-12;
* Negotiate a contract with a big wholesaler like Amazon before 2019-12-12;
* Generate more than 300 clicks on the product's website before 2020-01-30;
* Invest 5% of the sales in the advertisement in Portugal to grow before 2020-06-01;
* Attract 5 partners from the entertaining area before 2020-06-30;
2nd year:
* Invest 5% of the sales in innovation before 2020-08-01;
* Increase market share to 5% in Europe before 2020-08-01;
* Make the product popular in the west of Europe before 2020-08-01;
* Make the product popular across Europe before 2020-11-30;
The picture {{ref>flabel6aa}} sums up the strategic objectives of the Sailo product:
{{ ::sot.jpg?nolink&600 |}}
Sailo's strategic objectives[(Venngage1)]
==== - Segmentation ====
This section describes the segmentation of the market from three different aspects: geographic, demographic and psychological.
=== - Geographic ===
There is not much data about the popularity of land sailing across the world, so the team decided to use a map, that is accessible on the website of Blokart, which is displayed on figure {{ref>flabel29}}. Blokart is one of the largest land yacht producers in the world, which also has a really large amount of customers and communities. Relying on their data, Europe is overwhelmingly the biggest area with land sailing enthusiasts. The United States, Australia and New Zealand also have quite a large amount of land sailors. Nevertheless, since the team is situated in Europe and the goal is to be as sustainable as possible, the focus will be on the European market only.
{{ :whatsapp_image_2019-04-06_at_21.39.16.jpeg?600 |}}
Blokart locations in the world [(MapBlokart)]
=== - Demographic ===
Presently, land yachts are not cheap products, and the goal of the team at the moment is to use technology to innovate the sports of land sailing and take the next big step in that area. Therefore the product cannot be considered as a cheap one. Thus the target is to aim for the countries in Europe where people have a larger income. Table {{ref>tlabel31}} displays the average income in the countries of Europe.
Another aspect that should also be considered is where land sailing is more popular. [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#flabel30aa|Figure 28]] displays Blokart locations in Europe.
{{ :whatsapp_image_2019-04-06_at_21.37.47.jpeg |}}
Blokart locations in Europe [(MapBlokart)]
**Target customer:**
* Gender: Male/female
* Age: 20-50
* Interests: land sailing, thrilling outdoor activities, environmentally friendly mindset
* Income: average or higher
=== - Psychological ===
In the psychological segmentation aspect, it is important that people would be open-minded towards innovation. At the same time, they should be interested in looking for unique and fun ways of spending their leisure time. It is essential that they would be brave enough to take up a sport, that is not so popular and well-known. All of those aspects matched, an environmental concern can be answered with the team's product, since it is wind-powered.
==== - Strategy/Positioning ====
Porter's generic strategies describe how a company pursues competitive advantage across its chosen market scope. There are three/four generic strategies, either lower cost, differentiated, or focus. A company chooses to pursue one of two types of competitive advantage, either via lower costs than its competitors or by differentiating itself along dimensions valued by customers to command a higher price. A company also chooses one of two types of scope, either focus (offering its products to selected segments of the market) or industry-wide, offering its product across many market segments. The generic strategy reflects the choices made regarding both the type of competitive advantage and the scope [(Porter)].
In order to position the product, the team created two perceptual maps. Figure {{ref>flabel31}} displays a perceptual map with the components of easiness to learn and the way of sail adjusting system. Figure {{ref>flabel32}} displays a perceptual map with the components of speed and the stability of the sail car.
{{ :222222.jpg?nolink&600 |}}
Perceptual map (easy to learn versus sail adjusting system)
{{ :untitled_diagram2.jpg?nolink&600 |}}
Perceptual map (speed and stability)
The team chose the differentiation strategy. Differentiation strategy, as the name suggests, is the strategy that aims to distinguish a product or service, from other similar products, offered by the competitors in the market. It entails the development of a product or service, that is unique for the customers, in terms of product design, features, brand image, quality, or customer service [(Differ)].
The team wants their product to stand out on the market. Sailo plans on being the first company that produces a sail car with a rigid sail that has a self-correcting system. This will allow the user to just jump in without any previous knowledge or experience about land sailing. This would allow the team to reach a wider market because the barrier of entry is lower. The intention is to reach the casual user. The car will also feature a manual mode for the car that allows more experienced users to take control of the sail car themselves. This, in turn, allows to even attract the more experienced users who want a small challenge. This would also appeal to people who want to have a learning curve to their hobby. That over time they would get better and better at sailing the car using the manual mode.
Sailo's brand image will show the team as a top tier producer on the market. People will associate this brand with a premium quality product and customer service. Sailo will seem like a trustful and exclusive company whose product cannot be found anywhere else.
In order to point out Sailo's product advantages in the market, a competitive matrix was made to critically profile and compare the team's company product against their known competitors, which is displayed in figure {{ref>flabel33}}:
{{ :screenshot_2.jpg?nolink&600 |}}
Competitive matrix
==== - Adapted Marketing-Mix ====
While the 4 P’s appear to be more marketer-oriented, the 4 C’s focus on the client or consumer or customer. That is why the team chose to build the adapted marketing mix strategy based on 4 C's, as it is displayed in figure {{ref>flabel34}}:
{{ :123456.jpg?nolink&600 |}}
From 4 P's approach to 4 C's approach
**Customer/Consumer value**\\
What the customer wants and needs:
* "Easy to learn" product - for beginners
* "Easy to use" product - for beginners, intermediary and experimented users
* "A faster alternative" product - for experimented users
**Cost**\\
All of the costs needed to be carried out by the team and the customer themselves in order to satisfy the buyer:
* Manufacturing the product
* Customer buying the product
* Transportation to the customer
* Maintaining the product
* Utilizing the product if needed
**Communication**\\
Interactions and objectives to accomplish to satisfy the customer:
* Create good looking, functional and user-friendly website
* Research about the social media sites, what the team's potential customers mostly use
* Joining those sites and creating content, that would appeal to the potential customer and raise their awareness and interest
* Communication and information about the team and their product through the channels preferred by the customer
* Creating trust and loyalty between the team and the customer. Maintaining those with good customer service and keeping the clients interested by creating relative content for the team's social media.
**Convenience**\\
How and where does the customer want to purchase?
* Online on the product website
* Door to door shipping
* No physical location in the beginning
* Process of purchase made easy and quick
==== - Budget ====
**Customer value**
* Price of investing in improving the product - Research & Development team
* Price of testing the product - Testing team
* Price of making the product ready to use - Deployment team\\
__General objective__: to not affect the final price of the product.
**Cost**
* Price of making the product - materials, components, man-hours
* Price of the product on the market
* Transportation costs (depend on the method the client chooses for receiving his product and the place they live); Objective: up to 5 working days;
* Maintenance costs (depend on which parts of the certain clients' product are malfunctioning or broken). Still, the price asked from the client will cover the cost for the team plus the man-hours. If the client needs maintenance during their warranty period the costs will be paid by the team.
* When the client chooses to get rid of their product they can sell it on a second-hand market or have the opportunity to bring the product to the team. It will be examined and pay the client a fair sum of money, depending on the condition of their product. Components which could be reused will move to manufacture and all of the other parts will be recycled by waste companies.\\
__General objective__: to keep the price of the product constant and, to not have high risks partners;
**Communication**
* Hiring a web designer can cost thousands of euros, but using a website creator online only costs 5-50 euros per month, with maintenance and technical support included [(Website)].
* Average cost per click in Facebook ads is 1,53 euros [(FBads)].
* Cost per click in an Instagram advertising campaign is between 0,18-1,8 euros [(Instaads)].
* Youtube video ads will cost between 0,09-0,27€ per view [(YouTubeads)]. \\
__General objective__: constant communication (daily posts) and weekly analysis of the post views and sales;
**Convenience**
* Price of designing and building an e-commerce website
* Price of buying the right domain
* Price for hosting the website\\
__General objective__: long term partnership that offers low risks; for the maintenance of the website, the team will use a 3rd party.
==== - Strategy Control ====
Sailo team will use PDCA (plan–do–check–act or plan–do–check–adjust) as a strategy control process.
PDCA is an iterative four-step management method used in business for the control and continuous improvement of processes and products.
The figure {{ref>flabelab1}} displays which are the detailed steps of PDCA method.
{{ ::screenshot_1.jpg?nolink&400 |}}
Plan-Do-Check-Act [(PDCA1)]
In [[http://www.eps2019-wiki1.dee.isep.ipp.pt/doku.php?id=report#strategic_objectives|Strategic objectives]] section of the project wiki page, the team defined which are the objectives.
Based on these, the team will make sure that time and quality are respected.
As an example, it can be analyzed "Generate more than 300 clicks on the product's website before 2020-01-30" strategic objective.
- Plan step: The identified problem is that the site generated only 150 clicks. After this, the team will look for the causes of the problem (why the web site did not generate the expected result?). Once the reasons are identified, the team will create an action plan.
- Do step: Everyone from the team, if necessary, can be involved and execute the action plan.
- Check step: After one month, with the corrections applied, the team can see if the new plan is working, based on the number of clicks.
- Adjust step: If there are positive results, the process can be standardized. If not, the team will reflect again on the problem and will repeat the cycle.
==== - Conclusion ====
Based on this market/economic analysis, the team decided to create a land sailing car intended for people who are interested in land sailing, both the experienced and the ones who are just starting to take up and experiment with the sport. The main aim is for customers with average or higher income because Sailo's product cannot be considered as a cheap one. Consequently, the team decided to create a product with an automatic sail adjusting system, with an option to switch off the automatic system and control the sail manually with a joystick. The car will also have a steering wheel for turning the front wheel and pointing the vehicle to the desired direction. Offering a product with such options makes it desirable to both types of customers - beginners and experienced ones. Sailo is able to stand out on the market by differentiating their product from the competition.
===== - Eco-efficiency Measures for Sustainability =====
==== - Introduction ====
This chapter will look into designing and constructing a product following the three pillars of sustainability.
Eco-efficiency generates more value through technology and process changes while reducing resource use and environmental impact throughout the life of the product or service. Eco-efficiency applies to all aspects of the business, from procurement and production to marketing and distribution. The implementation of eco-efficiency measures gives companies a greater understanding of their activities and impacts since eco-efficiency requires the development of organizational, financial and environmental profiles. In addition, companies that use eco-efficiency principles are more profitable and competitive because they use fewer virgin resources, water and energy, develop new products or services, improve production methods, generate less waste and pollution, and use or recycle existing materials[(EcoEfficiency)].
The main aspects of eco-efficiency are [(EcoEfficiency)]:
* Reduction of water, energy and use of virgin materials
* Reduction of pollution and waste
* Incorporation of life cycle doctrines
* Consideration of the recyclability and usefulness of products/services at the end of their useful life
* Extension of purpose and therefore product/service life
==== - Environmental ====
The definition of environmental sustainability is to continue a defined behavior indefinitely [(EnvironmentalSustainability)].
- **For renewable resources**, the harvest cannot exceed the regeneration abilities of the resource (sustainable yield);
- **For pollution** the waste generation from projects should not be exceeding the absorptive capacity of the environment (sustainable waste disposal); and
- **For non-renewable resources** the depletion of the non-renewable resources should require investing in the development of renewable substitutes for that certain resource.
Environmental sustainability is the rate of use of renewable resources, the creation of pollution and the depletion of non-renewable resources that can be continued indefinitely. If they can not be continued indefinitely, then they are not sustainable. When all three pillars of sustainability are firm, people live in a system where high-quality life is the norm. They have a clean and healthy environment, a decent level of economic well-being and a solid level of social fulfilment [(EnvironmentalSustainability)].
Sailo supports environmental sustainability. The team wants future generations to enjoy the possibilities that life has to offer to the current one. Sailo wants them to have a clean world with renewable energy, intense and efficient recycling and beautiful nature with more forests that there currently are. Sailo intends the production of this product to go hand in hand with Sailo's values, by using sustainable work ethics and materials.
==== - Economical ====
The ecological efficiency measures require them to be integrated into the management and environmental plans, policies and strategies. The measurement (through the use of appropriate indicators) of eco-efficiency actions is important to determine success (financial and environmental), identify and track trends, prioritize actions and problems and determine areas for improvement. It is also necessary to inform both internally and externally to communicate progress and obstacles, develop the confidence of shareholders and consumers and report to regulators. The reports can be integrated into the existing communication and communication mechanisms [(EcoEfficiency)].
The global standard definition of environmental sustainability is sustainable development, which means sustainable economic growth, which is an oxymoron. No form of economic growth can continue indefinitely. In addition, all current economic growth is terribly degrading to the environment. Therefore, it is impossible to be sustainable and accomplish economic growth at the same time, now and for at least the next 50 years [(EnvironmentalSustainability)].
==== - Social ====
Social sustainability consists of identifying and managing business impacts, both positive and negative, on people. The quality of a company's relationships and the commitment with its stakeholders is fundamental. Directly or indirectly, companies affect what happens to employees, to other workers in the products value chain, to customers and to local communities, and it is important to manage impacts proactively. The social license of companies to operate depends to a large extent on their social sustainability efforts. In addition, the lack of social development, including poverty, inequality and weak rule of law, can hamper business operations and growth. At the same time, actions to accomplish social sustainability can open new markets, help retain and attract business partners, or be the source of innovation for the new product or service lines. Internal morale and employee engagement can increase, while productivity, risk management and company-community conflict can be improved. While governments have a primary duty to protect, respect, fulfil and progressively realize human rights, companies can and should do their part. At a minimum, it is expected of companies to avoid harming human rights and to address any adverse impact on human rights that may be related to their activities [(SocialSustainability)].
As a complementary, not as a substitute for respecting rights, businesses can also take additional steps [(SocialSustainability)]:
* Contribute in other ways to improve the lives of the people they affect, such as creating proper jobs, goods and services that help satisfy basic needs and more broad and comprehensive value chains.
* Make important social investments and promote public policies that support social sustainability.
* Partner with other companies, joining forces to achieve a greater positive impact.
The team wants its product to bring happiness to people's everyday life while being sustainable and eco-friendly. The wind is a gift from the word to the people and Sailo wants to use it as a source to improve people's life quality.
==== - Life Cycle Analysis ====
In industry, product lifecycle management (PLM) is the process of managing the entire lifecycle of a product from inception, through engineering design and manufacture, to service and disposal of manufactured products. It combines people, data, processes and business systems and provides a product information backbone for companies and their extended enterprise [(Lifecycle)].
{{ :product_s_lifecycle.jpg?nolink&400 |}}
Lifecycle of products [(Lifecycle)]
**Resources**\\
Sailo will intend on using materials like wood for the ribs in the sail, steel in the frame, rubber wheels, PVC sheets for the rigid sail. Most of these materials have been extracted from mother earth and all over the world. This, of course, is not very sustainable but Sailo intends to make up for it by repurposing the used materials at the end of the life cycle of the product. Steel will allow constructing a durable and firm frame for the car; it can be remelted at the end of its use. PVC is durable and last for a long time as do the other materials used in the project. PVC can be recycled at the end of its use as the other materials used for the project.\\
**Manufacturing**\\
Manufacturing would be done here in Portugal. It would be more expensive but it would be more eco-friendly to have the production in Portugal than for example in China because then Sailo would have to ship it out from China over long distances. Shipping over such long distances causes more pollution in the supply chain. The manufacturing process has to be efficient as not to waste any materials. Every bit of the materials used should go into production, this way the team can save in costs and use all of the materials more efficiently.\\
**Storage**\\
Sailo will partner with a well-known logistics company which will take care of their logistics and storage, for example, DHL and others. It would be needed to find a central warehouse for the sail car from where Sailo could ship globally the most effectively.\\
**Retail**\\
Customers will only have the option to order this product online and not buy it directly from the company. This would mean lower costs for Sailo as they do not have to have a retail shop with workers.\\
**Transportation**\\
When shipping to Europe Sailo can choose between trucking or using container ships. Shipping from Portugal to most of Europe Sailo would have to use land transportation options. This would be more polluting but would save money on costs and a lot of time. Most of the clients want the product delivered to their doorstep and in order to achieve that the team can only use land transport.\\
**Use**\\
The customer can use Sailo on flat terrain, preferably on the sand like a beach or the desert. All the customer has to do is jump in and sail. It has been made possible by Sailo's self-correcting sail technology.\\
**Recycle**\\
Sailo wants to make a quality product that lasts for a while, but not for eternity as that would not be sustainable, because the team intends Sailo products to be recyclable. The team intends, many materials used in the product, to be recyclable. The precious metals in the electronics can be picked out and re-melted. The team also intends the frame to be re-meltable. The wood used in the sail as ribs can be repurposed as well.\\
==== - Conclusion ====
Based on this sustainability analysis, the team chose to use quality materials in the construction of their product. Sailo intends to produce a quality product that would last and at the end of its life cycle, many of the used materials could be repurposed or recycled. Sailo intends its product to be eco-friendly during the manufacturing process and during its usage time. Sailo will allow people to enjoy their free time without polluting the environment by just enjoying one of the best gifts from mother nature - the wind. Sailo will accomplish this by using ethical business practices that will be discussed more in the next chapter.
===== - Ethical and Deontological Concerns =====
==== - Introduction ====
Ethics and deontological concerns are impacting the whole society quite a lot. They are big key factors in every company. Just by overlooking those and counting them as irrelevant can influence a business very drastically. There has been a number of unethical events and scandals by some very well known and respected companies. In this social-media era, all kinds of news spread fast, especially the negative ones. A firm could have some kind of a morally wrong case in just one part of the world, but just that little instance could have a huge impact on all of the company’s reputation. When people lose trust in a business, that might escalate into downfall in sales and the stock market. So overall ethical and deontological concerns should not be overlooked, because those might become key factors in a company falloff.
==== - Engineering Ethics ====
Engineering and engineers impact the quality of lives and health of people and an overall society very much. People of that field are responsible for designing, analyzing and building the infrastructure, machines, devices etc. that people use in their everyday lives. Because of that, high requirements and ethical behaviour are one of the key elements of an engineer's everyday life. Being active in that field requires such characteristics as honesty, fairness, objectivity and equity. Engineers have to be ethical towards the community, clients, employers, colleagues and the profession itself [(EthDeo)].
There are many engineering societies and some of them have published their own code of ethics which are meant to be used and followed by the members of the society [(EthDeo)]. Since every member of the team has some kind of engineering background, the decision is to follow the Code of Ethics for Engineers by National Society of Professional Engineers (NSPE). Their statements define very well what a perfect engineer should be like. NSPE’s code is divided into three chapters. First, the fundamental canons, which define six guidelines for the engineers to follow in their professional duties. Those include respecting the health of people, working only in the limits of one's competence, issuing public statements objectively, acting faithfully with clients and employers, avoiding deceptive acts and conducting themselves and respecting the profession. The second topic consists of the rules of practice, which explains the duties, given in the first paragraph, more detailed. The third chapter is called Professional Obligations and it describes the duties and responsibilities connected with the engineering profession [(EthCode)].
==== - Sales and Marketing Ethics ====
On the market, there is constant competition for everything it has to offer - resources, customers and price, etc. In order to win as much of those as possible companies carry out different activities, campaigns and tactics. Since there is always competition on the market, at some point it leads to a clash between different players. Such cases may lead to unprofessional practices like hoarding, price competitions, brand wars and use of unfair tactics. Marketing ethics is the tool to keep those things from happening. In order to all of the executions carried out in the marketing field remains in between the boundaries of ethics, there need to be certain types of codes, policies and practices which make sure that the marketing follows moral standards [(EthMark)].
There are eight principles of ethical marketing [(EthOlivia)]:
- Truth and honesty are valued and respected in all types and channels of marketing.
- Personnel working in the marketing field must be guided in their professional tasks by their personal ethics.
- Advertisement for your product must not be confused with news and entertainment.
- Marketers will be honest and transparent about who sponsors their products.
- Consumers must be treated fairly.
- Consumer privacy is valued and respected at all times and all costs.
- Marketing must meet the standards and regulations enacted by the government or organisations.
- Ethics should be discussed openly and honestly in all of the decisions made in the marketing field.
The team shares and supports all of those principles. In marketing, the goal is to strive towards an honest and transparent attitude. While marketing the product the aim is to be ethical towards the customers and also competitors. To the clients the team will advertise the actual product they have, promising only those solutions and qualities they can really offer to them. The team will respect other companies on the market by not using any unfair and rude tactics. By being respectful and fair towards everyone it is ensured, that the team's reputation on the market is high and the customers trust their services and products.
==== - Environmental Ethics ====
Mankind lives on this planet in correlation with all of the other living creatures. Therefore the team holds responsibilities to nature and ecosystems, to respect an honour beside humans also animals and plants. Without these factors, human life might not be functional at all, thus it is important to be ethical and moral while dealing with the environment around everyone. The goal is to preserve the planet as a home for present and future generations. That’s why being sustainable in everyday life and professional duties is a key factor in environmental ethics [(EthEnvWhat)], [(EthEnv2)].
So to say, non-human nature has a value that cannot just be reduced to economic worth, it has a value in itself. Issues like global warming and climate change, deforestation, pollution and degradation of resources all are a great threat to this value. Here’s where environmental ethics come into play. Studies in that field help to understand how to build a relationship between Earth and humans, that is profitable for both sides. By taking environmental ethics into consideration while planning and doing business, one can be much more certain, that they are doing their part in keeping the environment safe and unharmed. Since there are no prices including greenhouse gas emissions or biodiversity loss, companies on the market today have not been very effective in improving the environmental welfare. The solution would be adding the cost of impact on nature to the price of the product. The ultimate goal in every decision making, that will influence the environment, should be improving and maximising the well-being [(EthEnvWhat)], [(EthEnv)].
The team's product is powered by a green natural energy source that is the wind. By that the team wants to spread the word about having a lot of fun during one's leisure time and at the same time, having zero emissions and impact on the environment. In terms of materials, the aim is to use as many recycled materials as possible and also try to get all of the substances needed from the local providers, to reduce emissions coming from transportation.
==== - Liability ====
Liability overall is defined as a responsibility that, i.e. a company has towards another party [(Liability)]. In general, liability could be divided into two parts. The first one of those is a duty the companies hold towards their customers. The team has to make sure, that all of the components used in manufacturing are with high quality and reliable. The goal is to avoid any kinds of incidents with the product that might cause harm to the customer, which also lowers the trust of the company. In order to avoid such hazards, the team has to make sure, all of the suppliers are legitimate and certified. Also, the customers have to be provided with a user manual on how to operate with the product correctly and safely. The manual should also contain information about how to act and who to turn to if the product or some part of the product has been broken or become unusable.
The other part of the liability is a professional liability towards the requirements and standards that have been enacted by the European Union. The team's product will comply with the following directives:
- Machine Directive ([[http://ec.europa.eu/growth/sectors/mechanical-engineering/machinery/index_en.htm|2006/42/CE 2006-05-17]])
- Electromagnetic Compatibility Directive ([[http://ec.europa.eu/growth/sectors/electrical-engineering/emc-directive/index_en.htm|2004/108/EC 2004 12 15]])
- Low Voltage Directive ([[http://ec.europa.eu/growth/sectors/electrical-engineering/lvd-directive/index_en.htm|2014/35/EU 2016-04-20]])
- Radio Equipment Directive ([[http://ec.europa.eu/growth/sectors/electrical-engineering/rtte-directive/index_en.htm|2014/53/EU 2014-04-16]])
- Restriction of Hazardous Substances (ROHS) in Electrical and Electronic Equipment Directive ([[http://ec.europa.eu/environment/waste/rohs_eee/legis_en.htm|2002/95/EC 2003-01-27]])
**The Machine Directive** applies to all of the machinery put in the European market, in order to ensure safety for the people who use it. In the team's product, there are not many components from the machinery field, but the team has to ensure, that piloting and steering the car, while on the move, is safe.\\
**The Electromagnetic Compatibility Directive** applies to all of the manufacturers of electronic devices, that sell their products on the European market. It is used for the companies to make sure that their products are safe and match the requirements of CE certification marking. Since the team does not produce the components themselves, they have to make sure, that the supplier complies with this directive.\\
**The Low Voltage Directive** applies to electrical equipment in a way, that it could be used in all of the European countries. In the given product, the team will be working with a voltage between 5-10 V.\\
**The Radio Equipment Directive** applies to all of the equipment in the EU market which uses radio-electric technology (i.e. Wi-Fi, Bluetooth, NFC.) The team is not planning to use any components of that kind in the product.\\
**The Restriction of Hazardous Substances (ROHS) in Electrical and Electronic Equipment Directive** forbids the use of hazardous materials in electronic components on the EU market. It bans the use of ten materials, but probably the most known and also the most likely material, that could end up in the team's product, is lead (Pb). Lead is used in the soldering process of electronic components. Since again, the team does not make those by themselves, they have to ensure, that the suppliers follow the RoHS directive and use lead-free substances in their processes.
==== - Conclusion ====
Based on this ethical and deontological analysis the team now understands which kind of challenges of that field they might face while developing the project. Having done the research the decision is to follow the Code of Ethics for Engineers by National Society of Professional Engineers while advancing in the project. While marketing the product the team strives towards an honest and transparent attitude and aim to be ethical towards the customers and also competitors. For the environmental point of view, the weight could be on power, which makes the vehicle move - the wind. The product has no emissions and the ecological footprint is small. Ensuring, that all of the components made, the suppliers worked with and the overall product itself would comply with EU standards, the team has to study those standards, which affect self-made parts and have to make sure that the partners follow the standards and are certified.
===== - Project Development =====
==== - Introduction ====
In this chapter is every progress of the development of the sail car mentioned. The aerodynamics of the wing sail, how much lift and drag can be created with the chosen airfoil. The dimensions of the car, where to mount the seat and wing, to keep it in balance. Which thickness of the materials is necessary. Furthermore, the detailed electrical schematics and structural drawings. Which kind of electronic components can be used, like sensors and microprocessors. Also, which materials and components are good for building a cheap prototype and which will be used for the selling type. All this in consideration with the marketing, sustainability and ethics fields.
==== - Architecture ====
=== - Black box diagram and Structural Drafts ===
In the Figure {{ref>flabel36}} is displayed the Black Box diagram for the project.
{{ :blackbox.jpg?nolink&600 |}}
Black Box Diagram
Figures {{ref>flabel37}}, {{ref>flabel38}} and {{ref>flabel380}} display the 2D drawings for the project.
{{ :sail_car_2d.jpg?nolink&600 |}}
2D drawing of the whole prototype
{{ :wing_and_tail_2d.jpg?nolink&600 |}}
2D drawing of the wing and the tail
{{ :front_steering_2d.jpg?nolink&600 |}}
2D drawing of the front steering system
=== - Detailed schematics and structural drawing ===
In Figure {{ref>flabel39}} is displayed the wiring diagram of the project.
{{ :finalone.png?nolink&600 |}}
Wiring diagram
In Figure {{ref>flabel40}} is displayed the detailed wiring diagram of the project.
{{ :finalone111.jpg?nolink&800 |}}
Detailed wiring diagram
In Figure {{ref>flabel41}} is displayed the structural drawing of the project.
{{ :version2.png?nolink&400 |}}
Structural drawing
=== - Cardboard model ===
In the Figure {{ref>flabel42}} is displayed the Cardboard model of the project.
{{ :whatsapp_image_2019-03-22_at_13.56.55.jpeg?nolink&600 |}}
Cardboard model
==== - Materials and components ====
Figure {{ref>flabel44}} highlights all of the materials and components used for mechanical, respectively electrical part of this project. It shows briefly the materials used for the selling product versus the prototype.
{{ ::electro_plus_frame2.jpg?nolink&1200 |}}
Materials and components for prototype vs. selling product
=== - Materials ===
* **Rigid Sail/ wing:**
The rigid sail is composed by main wooden ribs, tail wooden ribs, the main mast, the tail mast and finally the PVC cover. Starting with the ribs, the material selected was plywood of 15 mm thickness due to its lightness, good stability and high tensile strength. Secondly, the main mast is a square composite with an outside dimension of 50 mm x 2000 mm long with a thickness of 5 mm providing a lighter structure for the sail car. Furthermore, the tail mast is made of a circular plastic tube 25 x 2 mm od diameter, which will decrease the weight of the structure as well. Finally, approximately 6 m of PVC roles of 0.25 mm thickness was used to cover the main and tail ribs to make sure that the shape is uniform throughout the ribs making it more aerodynamic, also avoids contact with external environment and materials such as humidity, sand, dust or water.
* **Frame:**
The material used for the prototype frame was a square 50 x 50 x 3 mm structural steel S235. Although is not the best choice for the frame, it is functional and the best option considering costs/time and also, the prototype is only for academic purposes.
* **Other components:**
Wheels: The sail car will have a total of three wheels, where two are 10-inch diameter at the back and one at the front due to the equilibrium of the sail car as well as the weight distribution at the frame. To choose the appropriate wheel, the main focus was on the critical characteristics such as:
* temperature: 15-40 ºC
* type of ground: most critical is sand
* pressure: defined from wheel producer
Steering rod: since the tail can be controlled manually or electronically, the rods have to have good resistance and lightweight to steer the tail and add less possible weight to the structure. So, aluminium rods was the best material considering the requirements needed.
=== - List of materials and providers ===
The table {{ref>tlabel9b}} displays the list of the materials and the providers.
Materials and components for the prototype
^Purpose^Name^Local provider or Sponsor^Quantity^Alternative provider|
^Sensor|Rotary encoder|Digikey|1|Aquário-Comércio de Eletrónica|
^Micro processor|Arduino UNO|Digikey|1|Aquário-Comércio de Eletrónica|
^Switch|Toggle Switch|Digikey|1|Aquário - Comércio de Eletrónica|
^Joystick|2 axis|Digikey|1|Aquário - Comércio de Eletrónica|
^Motor|Servo DC|Karl|1|Aquário - Comércio de Eletrónica|
^Battery|12 V Lead Acid|Digikey|1|Aquário - Comércio de Eletrónica|
^Breadboard|Breadboard|Digikey|1|Aquário - Comércio de Eletrónica|
^Voltage regulator|DC/DC, Step Down|Digikey|1|Aquário - Comércio de Eletrónica|
^Resistor|10 kΩ|Digikey|5|Aquário - Comércio de Eletrónica|
^Jumper Wire kit|Jumper Wire kit|Digikey|1|Aquário - Comércio de Eletrónica|
^Sail ribs|Plywood 800x400x10 mm|Leroy Merlin|2|AKI, MaxMat|
^Sail ribs|Plywood 1200x600x15 mm|Leroy Merlin|5|AKI, MaxMat|
^Wheel|Wheel int 20 mm|Wera store|1|Leroy Merlin|
^Rigid sail cover|PVC role 0.25 mm thickness|AKI|18|Leroy Merlin|
^Rigid sail and the tail|UHU Contact glue|Prof. Supervisor Abel Duarte|5|Leroy Merlin|
^Rigid sail and the tail|UHU glue for wood|Prof. Supervisor Abel Duarte|5|Leroy Merlin|
^Frame|Galvanized steel wall hook 175 mm|MaxMat|2|Leroy Merlin|
^Frame|Fence|MaxMat|2|Leroy Merlin|
^Frame|Profile 50 x 50 x 3 mm|Sponsor: Tecnogial|9|AKI|
^Mast|Mast ∅50mm frame|Sponsor: A Structure|1|AKI|
^Tail|Plastic tube|Prof. Supervisor Manuel Silva|1|AKI|
^Seat|Seat|ISEP|1|AKI|
^Frame|Washer plate|ISEP|3|AKI|
^Frame|Spring washer|ISEP|1|AKI|
=== - Electrical components ===
== - Microprocessors ==
In table {{ref>tlabel9a}} is displayed a comparison between different microprocessors.
The team chose the Arduino Uno because it does not require welding, like the nano or the micro one.
== - Wind sensors ==
In table {{ref>tlabel50}} is displayed a comparison between different wind sensors, also an absolute rotational encoder with what the team can build their own wind direction sensor.
Comparison between wind sensors and an absolute rotational encoder
The team chose to build its own wind sensor because it's cheaper and more challenging. The rotary encoder seems to be the perfect component to detect the direction of the wind.
== - Choice of electrical parts ==
In table {{ref>tlabel8a}} is displayed an overview of different electrical parts the team chose for the project.
== - Power budget ==
In order to have an idea of how much power in total do all of their electronic components need, the team created a power budget, which is displayed in table {{ref>tlabel15a}}.
Power budget
^ Name ^ U [V] ^ Imax [A] ^ Power [W] ^
| Rotary Encoder | 5 | 0.02 | 0.1 |
| Arduino UNO | 7-12 | 0.05 | 0.6 |
| Servo motor | 7 | 2 | 14 |
^ Total ||^ 14.7 W |
==== - Functionalities ====
The following table highlights the functionalities and associated features of this prototype:
Functionalities and associated features of this product
^Functionality (allows you as a user to..)^Feature (How?)^
|Move in a windy place|Sail|
|Move faster|Rigid sail, electrical components|
|Easy assembling|Wing and tube|
|Manual steering|Joystick|
|Use easy|Rigid sail, electrical components|
|Learn easily how to use it|Rigid sail, electrical components|
|Control direction of the car|Front wheel steering|
|Have stability while driving|Three wheels, steel frame|
|Move safely|Seat protection*, braking* and parking system*|
|Stop moving|Brakes*|
|Transport it easily|Rigid wing is breakable in smaller parts*|
*Only applicable to the selling product.
=== - Balance calculations along the x-axis ===
To make sure that the car does not have to much weight on the back so that it is not going up with the front wheel, calculations were made for the balance along the x-axis.
It’s necessary to still have weight on the front wheel (F1) otherwise the car flips up in the front.\\
The task was to divide the weight appropriately along the x-axis and keep it still small and light, to generate enough speed. In figure {{ref>flabel43}} is displayed the calculations made, in order to find out the balance along the x-axis.
These are static calculations which are calculated with the maximum amount of wind Force the car is made for. (Beaufortskala 8)
{{ :balancexaxis.jpg?700 |}}
{{ :balance_new_new.jpg?600 |}}
Calculations along the x-axis
Also important is to calculate the balance along the longitudinal axis to make sure the car is not flipping to the side.\\
These are an important safety factor for the driver. Figure {{ref>flabel44}} shows these static calculations which also were calculated with the maximum amount of wind force the car can handle.
{{ :y_axis_balance_drawing.jpg?400 |}}
{{ :y-_axis_formular.jpg?200 |}}
{{ :y-axis_calcutlation.jpg?600 |}}
Calculations along the longitudinal axis
=== - Frame ===
By using SolidWorks as a tool for simulations, the team tested 2 profiles: square 50x50x3 (figure {{ref>flabel45}}) and rectangular 40x60x5 (figure {{ref>flabel46}}). Below it is seen that by applying a force of F1= 800 N on the left and F2= 400 N on the right, the displacement of the frame with the square profile is approximately 0.07 mm, and using a rectangular profile is approximately 0.037 mm.
So by analysing both situations, the rectangular profile has a minor change in displacement compared with the square one. This difference in displacement does not affect the functionality of the sail car and since the structure has to be the lightest possible, the 50 x 50 x 3 mm profile was selected because it is lighter and also it is easier to weld due to square geometry.
{{ :6.jpg?nolink&400 |}}
=== - Function of the rigid/wing sail ===
Figure {{ref>flabel47}} shows the forces attacking the wing. The lift, which is going perpendicular to the wind, should be as big as possible. The drag, which is going in the same direction as the wind, however, should be kept as small as possible. The resultant force is simply the sum of both forces. These values are dependent on the shape of the airfoil as well as the angle of attack [(ForcesonAirfoil)].
{{ :forcesonwing.jpg?600 |}}
Forces on the wing [(ForcesonAirfoil)]
Lift or Drag: F= ½ * ρ * v² * c *A
* ρ: density of the air [kg/m³]
* v: velocity of the wind [m/s]
* A: area of the wing [m²]
* c: coefficient for the lift/ drag [-]
* F: Lift or Drag force [N]
Figure {{ref>flabel48}} shows the coefficients for the lift and the drag. You can see how important the angle of attack is. If the angle is too high the flow becomes turbulence and breaks off. So, an angle above 17° is counterproductive. The most lift can be generated with an angle of 14° and the maximum lift compared to drag (cl/cd) can be generated with an angle of 6.25°, that’s the most efficient angle.
{{ :airfoildiagramm.jpg?600 |}}
These coefficients are different for every type of airfoil. Because of the calculations displayed in figure {{ref>flabel49}} the team chose the NACA 0015 shape. It was clear that the asymmetrical shape is necessary to drive in all directions. So, three different kinds of airfoils were compared [(AirFoil)].
{{ :calculationstable.jpg?600 |}}
Lift and Drag calculations
The shape of the selected Airfoil NACA0015 is displayed in figure {{ref>flabel50}}
{{ :nacashape.jpg?600 |}}
Airfoil shape NACA0015 [(AirfoilNACA)]
Using the shape of NACA 0015, SolidWorks was used to project design of the rigid sail and tail shown in figure {{ref>flabel5000}}
{{ :wing_and_tail_3d.jpg?nolink&600 |}}
3D model of the wing and the tail
The rigid sail has two main components: wing and tail. The purpose of using a tail is to control the direction of the main wing using a servomotor and because the tail is much smaller, there is lower consumption of power. This method is much more efficient if it's compared with no tail wing that is using a servomotor that requires much more power to change the direction of the wing.
**Calculation for the diameter of the mast:**
* Tensile strength aluminium (σ) = 70 MPa
* Max. wind pressure: 258 N/m² (Beaufortskala 8)
* Max. Force: 483,8 N (p*A)
* Mb= max. Force * length = 483.8N *2.5m = 1209.5Nm
* Modulus of resistance:
* Wmax= Mb/σ = 1209.5Nm *1000 / 70N/mm² = 17276.8mm³
* Wpipe= 49271mm³
* Safety: Wpipe/Wmax = 2.9
The important aspect analysed on the main mast is shown in figure {{ref>flabel300}} and {{ref>flabel301}}, where the mast needs to rotate freely with 90° from the frame without any flexion. Otherwise, it would have more forces acting on other axes influencing the rotation of the wing sail and therefore the efficiency of the sail car. To lock and rotate at the same time, two holes were made to insert two pins.
{{ :capturar.jpg?nolink&200 |}}
Conection of the mast to the frame
{{ :capturarsss.jpg?nolink&200 |}}
Mechanism of rotation
=== - Brake ===
Although the methods of braking and parking are not the most efficient, it is enough to do tests on the prototype. So, when the person wants to break a simple mechanism was implemented using some rope/ strings to actuate (1) and when it is needed to stay immobilized, a locking door system (2) was added to the frame (4) because the wheel model has orifices that allow the shaft passes through. Everything mentioned is represented in the following figure {{ref>flabel302}}
{{ :12345678.jpg?nolink&400 |}}
Braking system
For the selling product, a disc brake is more efficient to stop the car. Disc brakes are well known as efficient and strong for the bike, as well as for the motorbike, brakes. It’s necessary to install brakes because the wing will always produce some forces even if there is an angle of attack of 0°. Further, if the car is parked and the wind direction changes it’s important to make sure that the car is not moving on his own. A disc brake is a type of brake that uses callipers to squeeze pairs of pads against a disc or “rotor” to create friction. This action slows the rotation of a shaft, such as a vehicle axle, either to reduce its rotational speed or to hold it stationary. For motorcycles, hydraulic disc brakes are most commonly used. Mechanical disc brakes have less force but are easier to mount [(DiscBrakes)].
{{ :diskbrake.jpg?400 |}}
Disc brake [(DiscBrakes)]
**Advantages of disc brakes:**
* lower friction losses
* better metering and braking power
* very reliable
**Disadvantages of Disc brakes:**
* higher cost
* higher mechanical complexity
* Special tool needed for maintenance
To park the prototype the brake will just be locked.
=== - Steering ===
* **Turning radius**
To drive the sail car, it was necessary to think about a steering solution and how much space is needed in order to turn. Based on the dimensions of the prototype some calculations were made. The front wheel should be able to steer at least 30° so that the sail car can turn in a radius of 4 meters. The figure {{ref>flabel53}} below shows how the calculations were made.
{{ :turning_radius.jpg?400 |}}
Drawing of the steering angle
* **Caster Angle**
The caster angle is the angular displacement of the steering axis from the true vertical axis of a steered wheel measured in the longitudinal direction. It is the angle between the steering pivot and the true vertical. (Figure {{ref>flabel54}})
The wheel contact point is usually in the direction of travel behind the lead point (positive caster) so that the wheel of the steering axis follows. It, therefore, turns automatically in the desired direction [(Caster)].
{{ :capture1.jpg?400 |}}
Drawing/Explanation Caster Angle [(CasterIMG)]
The caster angle is an important geometric variable in the design of steerable wheels.
Due to the caster, a torque is created during the steering which torque is directed counter to this as a restoring torque. As a result, the rolling vehicle steers independently back to almost the straight-ahead position. A large caster causes good directional stability but causes high steering forces. A small caster makes the vehicle easily steerable but with increasing speed because of low straight-ahead running also unstable.
The team chose an angle of 10° which can be seen in figure {{ref>flabel55}} below.
{{ :front_wheel_slodworks.jpg?400 |}}
Drawing of steering with 10° caster angle
==== - Prototype ====
The prototype will be built and assembled in the Mechanical workshop of ISEP. The team received help from the LSA (Laboratório de Sistemas Autónomos) of ISEP, where two interns used a CNC machine to cut out the needed ribs for the wing and the tail. The ribs were made out of 10 mm and 15 mm plywood. Gislotica, a mechanical solutions company, used their turning machines to reduce the profile of some of the needed metal bars. The metal materials were provided by Tecnogial and the mast for the wing was provided by AC Structures.\\
The work in the mechanical workshop consisted mainly of cutting and welding the metals. But also some woodwork - the tail and the wing needed separators between each of the ribs. The team also had to work with different types of glues for different surfaces used in making the prototype. Figures {{ref>flabel1000}}, {{ref>flabel1001}}, {{ref>flabel1002}}, {{ref>flabel1003}}, {{ref>flabel1004}}, {{ref>flabel1005}}, {{ref>flabel1006}}, {{ref>flabel1007}}, {{ref>flabel1008}}, {{ref>flabel1009}}, {{ref>flabel1010}}, {{ref>flabel1011}}, {{ref>flabel1012}}, {{ref>flabel1013}}, {{ref>flabel1014}}, {{ref>flabel1015}}, {{ref>flabel1016}}, {{ref>flabel1017}}, {{ref>flabel1018}}, {{ref>flabel1019}} display the progress of different parts of the product throughout the building process.\\
{{ :cutting_the_frame.jpeg?nolink&600 |}}
Cutting the frame 24.05.2019
{{ :chris.jpeg?nolink&600 |}}
Cutting the frame 24.05.2019
{{ :tail_ribs.jpeg?nolink&400 |}}
CNC processed ribs for the tail 28.05.2019
{{ :welded_frame.jpeg?nolink&400 |}}
Main frame welded 28.05.2019
{{ :wing_rib_in_progress.jpeg?nolink&600 |}}
Rib for the wing in progress in CNC 29.05.2019
{{ :weld.jpeg?nolink&600 |}}
Welding the rear axle to frame 03.06.2019
{{ :frame_and_mast.jpeg?nolink&600 |}}
The frame with the mast 03.06.2019
{{ :frame_with_wheels.jpeg?nolink&400 |}}
The frame on wheels 04.06.2019
{{ :tail_structure.jpeg?nolink&600 |}}
Glued structure for the tail 05.06.2019
{{ :applying_contact_glue.jpeg?nolink&600 |}}
Applying contact glue on the rib for glueing on PVC 06.06.2019
{{ :glued_tail.jpeg?nolink&600 |}}
Glued tail 07.06.2019
{{ :glueing_the_wing.jpeg?nolink&600 |}}
Glueing the structure for the wing 11.06.2019
{{ :seat_test.jpeg?nolink&600 |}}
Testing the seating position 14.06.2019
{{ :frame_n_new_steering.jpeg?nolink&600 |}}
Frame with the new improved steering system 17.06.2019
{{ :seat_and_box_in_place.jpeg?nolink&400 |}}
Seat and boxes for electronics attached to the frame 18.06.2019
{{ :electronics_connect.jpeg?nolink&400 |}}
Connecting the electronics for testing 18.06.2019
{{ :glueing_the_wing_pvc.jpeg?nolink&600 |}}
Glueing the PVC to the wing structure 20.06.2019
{{ :glued_wing.jpeg?nolink&600 |}}
Wing glued and taped 21.06.2019
{{ :base_paint_frame.jpeg?nolink&400 |}}
Frame with base colour 21.06.2019
{{ :black_paint.jpeg?nolink&600 |}}
Frame with spray paint 25.06.2019
{{ :finished.jpeg?nolink&400 |}}
Finished prototype 25.06.2019
The biggest stepping stone in the whole of the building process was the error in the first solution of the front steering. When the frame for the sail car was completed and put on wheels, it became obvious that the car is really difficult to steer with feet and it basically does not turn at all. The front wheel turned to either left or right steered the whole car in the same direction only a really minor amount. The reason behind the problem was discussed and found, that the fork of the front wheel was attached to the frame with a too little angle. Therefore, the wheel fell too much to the side while turning, and the forces coerced the wheel to fall even more to the side, rather than going back to the neutral position. As a solution, the team consulted with the supervisors and it was agreed that it would be more reasonable to build the steering system in a way that the front wheel would turn to either side, more like a normal car wheel, not tilt to left and right, like on a motorcycle.\\
Another setback occurred, when one of the longer ribs went missing from the laboratory in LSA, so the interns had to produce a spare part, which took some time so the whole building process of the wing was delayed.
==== - Tests and Results ====
=== - Airfoil ===
In table {{ref>tlabel}} is a comparison between three types of airfoils.
* Wind Velocity: 14 km/h
* Density of the Air: 1,238 kg/m³
* Length Airfoil: 0,5 m
* Height Airfoil: 2,5 m
(Values just selected for rough calculations)
Based on these calculations, the team chose to use the NACA 0015 Airfoil. It delivers the most lift and the most lift compared to the drag.
=== - Electronics ===
The Arduino is not capable to power the servo motor from its 5 V pin. It’s laggy and takes a lot of time to get into position. That’s why the team decided to use a 12 V battery, and an adjustable DC-DC step-down voltage regulator. If the output voltage is set to 6-6.6 V, the servo motor works perfectly.\\
2 axis joystick works as a four individual switch. If the arm is pulled in one direction, it closes that side’s circuit, so the result is a HIGH signal to the Arduino digital pin. \\
The prototype works with a potentiometer, which provides a 270° range for detecting the direction of the wind. If the switch status is on “automatic” the Arduino is constantly checking the position of the potentiometer, and depending on the position of the servo motor, adjusting it. The team discussed that it’s enough if the servo motor rotates in a 40° scale. That's why the middle point is set to 20°, maximum left at 40, maximum right at 0°. In the final product, the car will be equipped with a rotary encoder which provides a more accurate and 360° wind direction measuring range.\\
On 18.06.2019 the electronics were placed on the frame and connected for some first-time tests on the structure. They were a success. Rotating the rotary encoder on top of the wing and imitating the direction change of the wind, the servo motor changed positions, therefore moving the tail to rotate the tail. Flipping the manual override system, the pilot was given the control of the servo. Moving the joystick left and right after manual override, the servo changed position again as desired. Flipping the manual switch again, the pilot was not able to control the servo anymore and the system was back to automatic correction.
=== - Steering ===
**The success factor in the steering test is, that the system works and steers the car in the desired direction.**\\
When the team finished welding the main frame of the sail car, the first thing tested was the steering of the front wheel. Immediately, an issue was recognized. The front wheel turned to either left or right steered the whole car in the same direction only a really minor amount. The reason behind the problem was discussed and found, that the fork of the front wheel was attached to the frame with a too little angle. Therefore, the wheel fell too much to the side while turning and the forces coerced the wheel to fall even more to the side, rather than going back to the neutral position. As a solution, the team consulted with the supervisors and it was agreed, that it would be more reasonable to build the steering system in a way, that the front wheel would turn to either side, more like a normal car wheel, not tilt to left and right, like on a motorcycle. Figure {{ref>flabel2000}} displays the old steering system.
{{ :old_steering1.jpeg?nolink&400 |}}
Old steering
After calculations, research about the caster angle, discussions with the mechanical teacher and 3D modelling the new solution was developed and built. Pedals were placed right next to the wheel on the fork, the angle of the wheel’s fork was significantly increased, in order for the wheel to turn more, rather than fall on the side. The new solution proved itself to be much more useful and easy to control. Figure {{ref>flabel2001}} displays the new steering system.
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New steering
=== - Free rotation ===
**The success factor in this test is that the wing and the tail rotate freely around their masts.**\\
Both the wing and the tail were constructed from plywood. For the tail, the material was 10 mm thick and for the wing, it was 15 mm. The construction consists of ribs cut out with a CNC machine. The ribs are separated with spacers cut out from plywood. After the construction of both structures was completed, the plastic mast for the tail was inserted into designated openings and made sure, that the tail can move freely around it. The test was a success. For the wing, however, the technology was a bit different. The mast is made of composite and is a square shape. The frame has a metal mast base, on which the mast slides to and is secured in place with two pins. After that, the mast can rotate around its base and also move the whole wing. This test was also a success.
==== - Conclusion ====
The conclusion so far is that the team wants to build a prototype and put the focus on the function of the rigid wing. The frame will be made of steel and will be painted with a corrosions resistant coating to make the prototype cheaper and easier to build. For the selling type, the material of the frame and the surface of the wing can be different.
===== - Conclusions =====
==== - Discussion ====
The goal of this project was to design and develop a wind-powered land sailing vehicle. One, that could be easy to drive, self-correcting towards the wind and offering thrilling attributes to both beginner and experienced land sailors. By developing the sail car, the team aimed to raise awareness among the people that there is a great option to have a thrilling and interesting hobby, which is at the same time sustainable and eco-friendly. The prototype under development is user-friendly and unique. The road from an idea to a final product has definitely not been an easy one. The differences in culture, study fields and personalities can lead to frictions within the team. In the work of Team Sailo, no major issues surfaced because the team members were determined but flexible. The project management skills acquired during specific lectures helped to allocate tasks, meet deadlines and achieve the goals of the project. The journey has thought everyone a lot and given all of the team members a really big leap out of their comfort zone.\\
The more general aim of the program was to offer a project-based learning experience to all of the participating students. Help to develop technical, scientific and communicating skills. The participants were placed in a multicultural environment, where they had to work as a team to achieve one common goal. All of this included planning, paying attention to the deadlines, respecting the team members, dividing the work and trusting others. The members of the team concluded the EPS project as follows:\\
European Project Semester is a really mind opening experience. There is a great opportunity to learn by building a project and apply all of the things absorbed to the development. It teaches to respect teamwork, trust others and not to let down the people, who rely on your work. EPS was both a personal and an academical journey. It helped to understand more about the future goals and realize how important is every resource in this kind of project, especially the team itself. Furthermore, you can learn a lot from other fields and expand your own knowledge outside your own expertise.
==== - Future Development ====
Further development is necessary to transform the prototype into a product ready for release into the designated markets. The Sailo prototype is constrained by the time, budget, insufficient knowledge in some technical areas and lack of experience in product development. Also, outside factors such as insufficient time of workshop use, inability to do some parts of the building without assistance and even theft/mysterious loss of components.
The following aspects should be considered for future development:\\
* Developing a reliable braking system
* Using lighter materials for the frame
* Using more sustainable materials for the wing, the tail and their coverage
* Establish a wireless connection between electronic components
* Add electronic parts such as LCD display with data about the battery and the wind sensor, solar panel and a dynamo for charging the battery and a more precise, 360°, potentiometer for the wind sensor.
* Build an adjustable seat system or a frame where the seat structure is included.
* Beside using lighter materials, also making the frame, the mast and the wing breakable in smaller parts for easy transportation
===== Bibliography =====