Question.4223 -
Answer Below:
PHPWord body {font-family: 'Arial'; font-size: 11pt;} * {font-family: 'Arial'; font-size: 11pt;} a.NoteRef {text-decoration: none;} hr {height: 1px; padding: 0; margin: 1em 0; border: 0; border-top: 1px solid #CCC;} table {border: 1px solid black; border-spacing: 0px; width : 100%;} td {border: 1px solid black;} h1 {font-size: 20pt;} h1 {margin-top: 20pt; margin-bottom: 6pt;} h2 {font-size: 16pt;} h2 {margin-top: 18pt; margin-bottom: 6pt;} h3 {font-size: 14pt; color: #434343;} h3 {margin-top: 16pt; margin-bottom: 4pt;} h4 {font-size: 12pt; color: #666666;} h4 {margin-top: 14pt; margin-bottom: 4pt;} h5 {color: #666666;} h5 {margin-top: 12pt; margin-bottom: 4pt;} h6 {color: #666666; font-style: italic;} h6 {margin-top: 12pt; margin-bottom: 4pt;} .Normal Table {table-layout: auto;} .Title {font-size: 26pt;} .Subtitle {font-size: 15pt; color: #666666;} .header {} .footer {} body > div + div {page-break-before: always;} div > *:first-child {page-break-before: auto;} @page page1 {size: A4 portrait; margin-right: 1in; margin-left: 1in; margin-top: 1in; margin-bottom: 1in; } Internal Memo Johnny Joanem EMA-600-10548 SNHU January 24th, 2025 To Executive Leadership Team, VALID Inc From Engineering Manager, Lithium-Ion Battery Development team Date: January 24th, 2025 Introduction and Background My first responsibility as the recently hired engineering manager for VALID, Inc.'s Lithium-Ion Battery Development Team (LiBDT) has been to carefully evaluate the problems that have caused internal team strife and a notable drop in our market share. I am aware of the recent internal testing failures of our new battery prototype, which did not satisfy the intended thermal stability standards, and the public attention garnered by the safety concerns with lithium-ion batteries. The project has experienced delays and performance challenges as a result of these problems as well as growing team friction. Problem Statement A mismatch between the lithium-ion battery's residual heat generation and its dissipation capacity was the cause of the most recent prototype failure at VALID. Despite employing industry-standard software tools for modeling and according to the usual engineering design process, the battery exceeded the specified safe temperature limits during testing. The marketing department had already published pre-launch ads promising a more potent battery, which raised irrational expectations for the product's delivery, making this failure much more troublesome. The team's internal strife and increasing pressure from the marketing division to fulfill deadlines made the situation worse. The development team is split into two smaller groups: mechanical engineers and materials scientists who work on the heat dissipation enclosure, and electrical and chemical engineers who concentrate on the battery's electron density. Challenges The major challenges that have been evident in VALID Inc. have been team discord, pressure from marketing, and prototype failure. For instance, it has been unclear at this time what specifically led to the disarrangement between the team; however, it has been evident that interpersonal conflicts have been affecting the overall productivity. In this scenario, the division of responsibilities between the electrical or chemical engineers and the mechanical engineers seems that communication and collaboration between the sub-groups have been strained. The marketing department's desire to launch the product ahead of schedule has caused a rift between engineering and marketing, with the latter putting undue pressure on engineers and compromising the engineering process. In addition to impairing internal cooperation, this misalignment has increased team stress levels. The prototype's overheating failure suggests possible flaws in the testing and validation procedures. More research into the modeling and simulation tools, and testing procedures, is required in light of the differences between the expected and actual temperature readings during testing. Ethical Concerns Several ethical issues have arisen from the current situation majorly misleading advertisements, test integrity, and team collaboration that even affected the overall project. In this scenario, marketing had made promises related to the new battery’s capabilities that had been premature with unresolved thermal issues. Similarly, the internal testing failure raised concerns related to the thoroughness and transparency of our testing procedures where the pressure to push the product through testing despite safety concerns raised questions about the ethics of releasing an unsafe product to the market. Analyzing Project and Recommendations The following analyses and recommendations can be applied to the project: Team Dynamics and Relationship Building : Assessing the root causes of the conflict between the subgroups is essential first when determining whether there are any personal or professional factors fueling the disagreement ( Doloi , 2013) . I intend to meet one-on-one with important team members from both groups, through team-buildin g activities, and by establishing clear guidelines for cooperation and communication, I will highlight the value of cooperation and respect for one another. In order to promote understanding and a shared dedication to the project's success, cross-functiona l workshops will be started to enhance communication between the mechanical/materials engineering and electrical/chemical engineering teams. Rebuilding Trust : It is necessary to repair the corrosion with stakeholders, particularly marketing and external cl ients to maintain openness regarding the present state of the project and reasonable deadlines ( Dworkin & Goldwasser, 2007) . I will set up frequent updates to be distributed to stakeholders to determine what went wrong and to show a dedication to ongoing i mprovement, a transparent internal evaluation of the prototype testing procedure will be carried out. In order to match expectations and make sure that any future announcements about the project are based on realistic schedules and capabilities, I will pla ce a high priority on maintaining open lines of communication between engineering and marketing. Managing Project Expectations : I suggest a meeting with the marketing division to adjust their expectations to the project's existing technical realities, cons idering the pressure from marketing. To make sure that no promises are made before the product's operation and safety have been confirmed, clear and attainable goals must be established. Realistic benchmarks for product development, testing, and market pre paration should be incorporated into the updated timeline. All parties involved should be made fully aware of this schedule. Addressing Technical Issues : In light of the marketing department's demand, I suggest a meeting with them to adjust their expectati ons to the project's present technical realities. Setting attainable objectives will help to guarantee that no promises are made until the product's operation and safety have been confirmed. A new schedule should be created, with reasonable checkpoints for testing, product development, and market preparation. All parties involved should receive clear communication about this schedule. Conclusion The LiBDT project is in a critical position right now, but it is possible to realign it and get it back on track with strong leadership and an emphasis on restoring relationships, trust, and open communication. I am convinced that we can deliver a high-performance, safe lithium-ion battery that satisfies customer demands and reestablishes VALID as a leader in the industry by tackling the underlying causes of team discord, readjusting expectations with stakeholders, and maintaining the integrity of our product testing. References Doloi, H. (2013). Cost overruns and failure in project management: Understanding the roles of key stakeholders in construction projects. Journal of construction engineering and management, 139(3), 267-279. Dworkin, M. H., & Goldwasser, R. A. (2007). Ensuring consideration of the public interest in the governance and accountability of regional transmission organizations. Energy LJ, 28, 543.More Articles From Engineering
.ico)
.ico)
.ico)
.ico)
