What is the status of the production? Are we on the right track? Are we on schedule?
The monocoque and almost all mechanical parts are now finished. I am positive that we will be able to show a driveable racecar on our Rollout on May 02nd. For most assemblies, we are on schedule, but there are some delays. Some components have already consumed the time buffer completely – which does not put the project at risk yet. According to the current state I’m happy to say that all driving-relevant components will be ready until the rollout.
How many hours per week do you work on the project?
That’s difficult to say because to me the project is both work and hobby. Nevertheless, I try to spend one day a week away from the racecar and the team to make sure I stay focused the other time. I estimate that I work an average of 60 hours every week on the project.
In which area have you learned the most by the project?
When it comes to technical topics I have learned a lot especially in the area of aerodynamics, because this is where I focused on when constructing the vehicle. Furthermore, the many project management tasks have strengthened my sensitivity for the different characters in a team and how to deal with them.
Anything else you want to say…
We did everything to win and look forward to a direct comparison to our competitors.
>>>And here are the questions that were asked on Facebook:
What is the biggest difference between Green Team and CAT Racing? Is there a difference regarding team work, work ethic, etc.?
The biggest difference is the objective and the motivation for the project. In CAT Racing the goal is to build a great race car. They focus on implementing smart ideas and some beautiful design features, for example the stabilizer of last year’s vehicle “Luchs”. In the Green Team, our goal is to be at the top. Accordingly, we try to force this concept into every detail of the vehicle. This leads to a positive snowball effect of all team members and creates additional motivation.
How great is the risk we take with our concept, and how do you manage this risk?
“Never change a running system”. Actually, I don’t think that this statement is valid. This year we switched the packaging from “old” to free restrictions and every single component was developed further and was improved. Developments of course bring risks, so in this respect this year we take a gigantic risk. However, we do have the skills, tools, components, concepts and innovative thinking to handle the risk. Our highly motivated team has accepted this challenge and with great diligence and competence that actual risk is minimized.For very critical components, you always need to have a plan B in your pocket to react quickly in test mode to be able to act. This year we have greatly improved the concept and implementes innovative solutions in each area to make our car even faster.
If you distribute work packages or responsibilities, how do you ensure that the responsible person does the work conscientiously and in time?
In order to control someone you need to have a good understanding of the issues. A good way then is to ask critical questions to identify the current situation and weaknesses. Additionally, deadlines must be implemented to consistently maintain pressure. It is also important to demand interim reports and presentations. Team internal presentations are an effective way to stress the commitments to the team.