The electric vehicle (EV) industry is growing at an unprecedented pace, driven by innovation and global efforts to reduce carbon emissions. EV manufacturers are under immense pressure to deliver cutting-edge vehicles quickly to maintain a competitive edge in the market. In this context, one rapidly expanding EV Original Equipment Manufacturer (OEM) faced a significant challenge in scaling its development processes to meet rising demands.
In 2021, this OEM sought a partner to help them achieve their development milestones within a highly compressed timeline of just 90 days. Recognizing the urgency and complexity of the situation, Goken proposed an innovative solution: a self-managed team model. This model not only provided the necessary technical expertise but also ensured seamless integration with the client’s existing processes, culture, and objectives.
This case study explores how Goken’s solution helped the client overcome their challenges, achieve cost savings, and boost operational efficiency, ultimately enabling them to thrive in the competitive EV landscape.
Problem
The client’s rapid growth created two critical challenges that needed immediate attention:
Compressed Timelines: To keep up with the pace of the EV market, the client had to achieve crucial development milestones within 90 days. Any delays could jeopardize their market position and product roadmap.
Resource and Expertise Gaps: Scaling internal resources quickly enough to meet the project demands posed a significant hurdle. The client needed a team of skilled engineers with expertise in their specific methods, organizational structure, and cultural expectations.
Additionally, the client required support in two critical areas:
Early Concept Development: Crafting innovative designs and solutions for upcoming vehicle models.
Late-Stage Design Support: Implementing design changes for models nearing mass production to ensure they met all necessary requirements before launch.
Without a reliable partner to fill these gaps, the client risked missing their milestones and delaying their product launches.
Goken’s Solution
To meet these challenges, Goken deployed a self-managed team model, delivering a fully functional team of 34 engineers within 90 days. This solution was tailored to address the client’s immediate needs and set them up for long-term success.
Key Components of the Solution
- Unique Team Structure: Goken’s team was designed to operate autonomously while maintaining close alignment with the client’s goals. The team comprised:
- Project Lead (PL): A seasoned professional with technical expertise and project management experience. The PL was responsible for managing workload distribution, training new team members, and acting as the primary liaison between the team and the client’s Subject Matter Experts (SMEs).
- Design Release Engineers (DREs): Specialists in technical project delivery, focusing on ensuring that design specifications and standards were met.
- Design Engineers (DEs): Engineers responsible for hands-on tasks, including early concept development and implementing design changes.
- Knowledge Management and Training: Goken employed a structured approach to knowledge capture and training, ensuring the team was fully prepared to integrate with the client’s organization:
- Comprehensive Training Programs: The Project Lead provided client-specific training on organizational culture, processes, and methods.
- Knowledge Capture System: Goken developed a reusable framework to document client-specific workflows, acronyms, and best practices, enabling rapid onboarding for current and future projects.
- Ongoing Mentorship: The Project Lead provided continuous guidance to team members, ensuring they met project requirements and delivered high-quality results.
- Operational Focus
The team supported the client in two key areas:- Early Concept Creation: Developing innovative designs for new vehicle models, ensuring they met client specifications and market demands. Late-Stage Design Support: Implementing and refining design changes for models nearing production, reducing the risk of delays and ensuring readiness for launch.
This dual focus allowed the client to address immediate project needs while preparing for future product development.
- Self-Managed Team Model: The self-managed team model enabled Goken to operate autonomously, reducing the client’s burden of oversight. The Project Lead ensured efficient workload distribution, monitored progress, and facilitated collaboration between the team and the client’s SMEs. This approach allowed the client to focus on strategic priorities while Goken handled the operational details.
Results
Goken’s solution delivered outstanding results, exceeding the client’s expectations in several areas:
- Timely Ramp-Up: Goken successfully deployed a fully functional team of 34 engineers within the 90-day deadline, enabling the client to meet critical development milestones without compromising quality or efficiency.
