Cornell 100 MPG Team

Testing

The Cornell 100+ MPG Team tested and evaluated different component technologies and systems in preparation of the final submission to the Progressive Insurance Automotive X Prize Competition. The team used a 1991 Geo Metro as a test bed to evaluate the efficiency and feasibility of components including drivetrains, battery packs, electrical generators, and regenerative braking schemes.

In addition, the team's aerodynamics and design specialists created and tested conceptual design schemes both in computer simulation software and in real-world wind tunnels. The team's plan was to arrive at a final design, which was to take the form of a feasibly marketable vehicle that could be brought to market in the near term.

Technology

The team's final submission car was to be a plug-in hybrid electric vehicle (PHEV). This technology would allow the car to act as a pure electric vehicle for a range of 40–50 miles on a full battery charge. When this battery power runs low, the car would be capable of recharging while in motion, using a small gasoline-powered onboard generator. The vehicle would also be capable of recharging, while stationary, from an outlet connected to the electricity grid.

The final entry was a series diesel hybrid, a car that would only use the power from the electric motor for propulsion. The combustion engine, a 1.4L Volkswagen motor, would only be used to generate power and recharge the batteries, which would then give power to the electric motor to drive the car. The vehicle would also feature a very aerodynamic, low drag design.

The Cornell 100+ MPG Team was competing in the mainstream class of the competition, which requires that the final submission be a 4-wheel, 4-passenger design.

Team Structure

The Cornell 100+ MPG Team was made up of over 55 students from many different educational backgrounds, including engineering, architecture, design and environmental analysis, and business. This multi-disciplinary group was organized into several teams, including Electrical Components, Mechanical Components, Structures, Design, Information Management, and Business Administration. The team was restructured for the start of Spring Semester 2009 to include an Engineering Resources sub-team.

Electrical Components Team

The function of the Electrical Components Team was to help choose and develop electric motors, batteries, and power electronics, as well as to create logical and efficient interfaces between them and the engine. Its engineers were challenged to balance the car's performance and the passenger comfort with maximum electrical efficiency.

In order to optimize the electrical efficiency of the vehicle, the team performed extensive research and development on all of the component technologies related to the car's electrical system. These components and systems included battery packs, motors/controllers, regenerative braking systems, engine control units, as well as eco-feedback schemes (MPG and emissions read-outs).

Mechanical Components Team

The function of the Mechanical Components Team was to develop a light and efficient drive train as well as to simulate the dynamic performance of the vehicle. The team was focusing on getting the most efficiency and performance out of several areas, and split into subgroups to maximize its potential to innovate in the following areas: Engine, Transmission, Brakes, Regeneration, and HVAC. For example, the engine team was looking at a variety of engines on the market and evaluating which can be optimized for use in the Progressive Insurance Automotive X Prize competition, as well as exactly how they might be modified to make them even more efficient.

Structures Team

The function of the Structures Team was to engineer the external architecture and components of the vehicle, including the frame, body, and suspension. The team also had to ensure that all dimensions were compliant with motor vehicle laws and that the vehicle achieved an adequate crash test rating.

The team’s main challenge was to maximize aerodynamic efficiency while integrating the mechanical and electrical components that the other teams were designing. For the Chassis Team, coordination with the other Cornell 100+ MPG Team engineers was essential as they worked towards selecting the best frame structure and suspension systems for the vehicle.

Design Team

The function of the Design Team was to perform a critical balancing act, weighing exterior style, aerodynamics, and interior space against the restrictions that the vehicle’s other components might impose. They worked closely with the entire 100+ MPG team, and were responsible for creating conceptual designs of the car that could be tested for safety and aerodynamic properties. They were to select a final concept design, which they would then develop further into a feasibly-marketable vehicle that could be brought to market in the near-term. Other responsibilities included creating and maintaining all visual identities of the team. The Design Team included students from several of Cornell’s colleges, which brought a diverse skill set to all of their important responsibilities.

Information Management Team

The function of the Information Management Team was to provide the rest of the team with efficient systems of communication as well as to provide a portal for the general public to easily learn about the team's efforts. They accomplished these goals using several web-based, cutting edge systems: a TWiki system, an Eventum system, and a SilverStripe system.

The Twiki software provides a central platform for keeping agendas, research, reports, weekly updates, calendars, and other team documents. The Eventum system is used for task-tracking, and enables sub-team leaders to keep track of the tasks assigned to each team member, as well as the status of each of these tasks. Both Eventum and Twiki promote collaboration by maintaining open communications throughout the team organization. The SilverStripe software is a web-based Content Management System (CMS) that is being used to efficiently add and maintain the digital content found on Cornell 100+ MPG's public website.

Business Administration Team

The function of the Business Administration Team was to deal primarily with the sponsorship, publicity, and operational needs of the team. Operational responsibilities included coordinating media relations and involvement in academic on-campus and public events, organizing team lab logistics and events, and recruiting new team members. Pecuniary responsibilities included structuring team budgeting, purchasing, and product acquisition support, establishing new team sponsors, and maintaining relationships with current sponsors. A legacy arm of the sub-team was the Business Plan Team. The Business Plan Team objective was to identify a target market for the final vehicle, intelligently price it, and create a system for producing, distributing, and servicing the vehicle with the goal of bringing to market at least 10,000 units per year. The team was made up of several Johnson Graduate School of Management students who have experience in supply-chain management, consulting, and corporate finance.

Sponsorship

The support of sponsors allowed Cornell students, both undergraduate and graduate, to get hands-on experience building a car that could change the automotive industry, thus enhancing their educational experience at Cornell. Cornell University provided the team with faculty time, laboratory space, and testing facilities. However, the majority of Cornell 100+ MPG's design and production budget came directly from private and corporate donations.

Ultimate-102 Level

Sponsors in the Ultimate-102 category contributed at least $25,000.

Premium-92 Level

Sponsors in the Premium-92 category donated anywhere from $7,500 to $24,999.

Plus-89 Level

Sponsors in the Plus-89 category contributed from $2,500 to $7,499.

E-85

Sponsors in the E-85 category contributed less than or equal to $2,500.

Friends of the Team

Sponsors who were Friends of the Team made private donations.

Media Sponsor

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