STM INTERVIEW

-Kavin R
VISION
BWA Head

■ In my tenure I envision my subsystem to be rigourously tested, data-driven and

reliable.
■ I want to explore new analysis and testing techniques to further optimize the
performance of the subsystem.
■ Inclusive and engaging towards to junior batch.
■ To create a team that organized, efficient and stays punctual to its plans. And where
its team members are motivated and are content with what they give to the team
and what the team gives to them,
MISSION
BWA Head

■ Overseeing the implementation of our current subsystem changes. This includes

manufacturing, installation,debugging and rigourous testing throughout the tenure.
■ Extensive documentation of all engineering and management decisions
■ Inculcate good communication and increase efficiency and reduce wasted time to
maximize productivity while minimizing time crunch and stress in the team.
■ Develop and research new test methods for in depth analysis of the subsystem.
KEY INITIATIVES
Key Technical Initiatives
■ Enhance the EDP through advanced analyses such as vibration analysis, assembly
analysis, and topology optimization using ANSYS.
■ Design and build an inertial brake dynamometer test rig to experimentally validate
brake system performance, component selection, and simulation assumptions.
■ Focusing on making an extensive model of the entire car.
Key Organizational Initiatives
■ Implement time-bound, agenda-driven meetings to improve preparedness, reduce
inefficiency, and increase effective output.
■ Introduce monthly reflective technical presentations for JTMs, focused on progress
review, feedback, and self-assessment rather than evaluation.
WORK DONE AS JTM
■ Successfully completed knowledge transfer, includes doing CAD work
and Ansys analysis for over 30 iterations for wheel assembly
components like knuckle,wheel hub and rotors.
■ Learnt to make decision matrix for material selection for various
components of the subsystem
■ Went out to purchase cutting wheels and brake fluid.
■ Press fitted front left wheel assembly from outside campus.
■ Did spectroscopy on the failed wheel hub to validate its composition.
■ Edited the FB supporting doc of my subsystem to update changes in
the car.
■ Helped in packing of inventory in both Supra and FB.
■ Organisation and cleaning of the workshop
■ Learnt about new tools like assembly analysis,vibrational analysis and
topology optimization in ANSYS and investigated solutions for
electronic brake bias documented all of the above
■ Present for break bleeding.
■ Was briefly in Finance at the very start , helped in compiling POC
information for potential sponsors.
■ Made a braking event model on Simulink- taking into account pacjeka
tyre models, Load transfers and thermal effects. Used it to find out
optimal brake bias to maximize deceleration.
■ Setting up the workshop for events, and conducted freshers intro.
■ Assisted in organization of various event.
■ Started suspension KT.
TIMELINE
Philosophy and Assumptions

■ Design is ready and finalized before tenure starts. If we can start procuring and
ordering in March even better.
■ Big Focus on getting manufacturing completed within Summers, leaves ample time
to test new vehicle and debug.
■ Submission to be kept ready at least a week before deadline, Systematic allotment
of time for timely completion.
■ KT is planned but is flexible depending on the situation. Main Aim is to cover major
part before FB.
■ Focus given on key initiatives but not at the cost of burdening submissions. They are
adjusted around main FB timeline.
[Link]
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03b995f3f1103dde4faba01f00f5/264664
7
MOTIVATION
•Long-standing interest in motorsports and high-performance vehicle engineering.

•Motivation to contribute meaningfully to the car’s performance .

•Desire to develop leadership, decision-making, and technical depth.

•Readiness to take accountability for engineering choices.

•Confidence in our team’s potential.

FEEDBACK STUDY
Common Feedback

■ Concerns about involvement in Mclub

■ Technical task oriented advice.
■ Increase involvement in other subsystem
■ Increase team bonding , discuss first with subsystem members
■ Organize more meets on your own
■ Spend more time in the workshop.
■ Think about how my ideas will actual help and are they relevant.
Implementation
■ My responsibilities at Mclub will be greatly reduced after this sem ,
Will operate only as a performing member.
■ I would take the technical advice and fix once the meet is over in my
room.
■ Started getting Suspension subsystem knowledge recently from
Himanshu.
■ Team bonding in subsystem has been a weaker point in JTM tenure.
■ Did try to implement more meets but could have done more.
■ Started improving the time spent in the workshop since FB, should
have spent more time.
■ Evaluating relevancy of ideas still weaker part of skills.
IMPROVEMENTS
■ No competition success in the tenure: We were slightly unfortunate in
FB but we should have done better in SUPRA.
From next time we should pick our competition wisely and be certain
of some degree of success while competing.
■ Should have done mock TI s earlier: We might have had more time to
fix LV issues and could have gone for FB. More regular testing of LV
subsystem required.
■ Failure in retaining competent JTMs: highly overlooked the mass
exodus of JTMs, created too competitive of an environment at the
start.
I will ensure an easier environment for JTMs to work and be better
mentor in order of having best chances of retaining JTMs.
■ Unequal work distribution: A common complaint is that people who
sincerely worked were rewarded with more work, while free loaders
bunked. This created dissent and demotivation.
UNSUITABILITY
ANALYSIS
■ POR mindset: Only here for the POR rather than a technical
responsibility to own, validate, and continuously improve the braking
system.
■ Absence during critical build phases: Lack of consistent presence
during JTM tenure
■ Weak mentor: Impatience with juniors limits skill transfer, reduces
long-term subsystem depth, and harms retention.
■ Limited cross-subsystem collaboration: Does not collaborate with
suspension subsystems actively or has limited knowledge.
■ Weak technical knowledge: does not possess necessary knowledge to
deal with technical problem throughout tenure.
Y25 PLANS
■ Key objective is to retain more of the next batch without compromising
on the quality of the recruit.
■ Involve them in workshop more by giving them short stints of work.
■ Make them document their learning regularly and keep a meet just to
discuss what they explored in last month to keep their motivation high.
■ I intend to keep 5-6 JTMs in my tenure under me.
■ Try to finish major KT before FB.
■ Similar Summer Tasks as this tenure.
■ I will involve them in submissions in an indirect way,
■ Will try to take more involved members for FB.
■ Involve them heavily in documentation work. By the end of the tenure
they will have an extensive self written document about the
subsystem. Will be very helpful when they start working the vehicle
itself.
■ Will keep more efficient meets to keep motivation and attendance
high.
■ Regular presentations to keep them on their toes.
JTM Structure
■ BWA-:5-6
■ Chassis: 8-9
■ HV: 6-7
■ LV: 6-7
■ Powertrain: 6-7
■ Suspension:7-8
■ Creative: as many as interested
■ Finance: as many as interested
KEY QUESTIONS
What should be the desired hierarchy in
the team?
■ The desirable hierarchy should be horizontal largely. The only vertical
should be between senior and junior and that too should not be too
big.
■ Vertical hierarchies only work in large organizations. We only have an
STM team of 10-11 members. Team would benefit from the flexibility
and ease of communication between members.
■ The only vertical distinction should between STM and JTM. This is also
should also be blurred as we progress into tenure. By the time FB is
over this should be negligible.
Challenges in procurement

Identify Design and Vendor

requirement Validation finalization

Institute Delivery and

approval checks
Bottlenecks

■ Extremely scarce part, difficult to find in market or difficulty in

designing
■ Institute approval can prove to be a big bottleneck, Most delays will be
in this part of the step
■ Delays in delivery, or defective part. Will have to repeat the process all
over again.
Any defect in the actual component will cause the entire process to be
a waste.
Major responsibilities

JTMs
■ Eagerness to learn and do tasks honestly and on time.
■ Be regular to meets and stay up to date with team and subsystem.
■ Assist with work during competition prep and testing.
■ Stay connected to other JTMs foster and build team spirit early on.
Major responsibilities

STMs
■ Handle and take responsibility of technical and managerial tasks
pertaining to their subsystem.
■ Ensure engagement and completion of KT for JTMs.
■ Ensure the team (JTMs and STMs included) follows deadlines and
resolve bottlenecks as soon as possible.
Major responsibilities

Subsystem Heads.
■ Handle and take responsibility of technical and managerial tasks
pertaining to their subsystem and to enforce deadlines.
■ Ensure engagement and completion of KT for JTMs.
■ Ensure the team (JTMs and STMs included) follows deadlines and
resolve bottlenecks as soon as possible.
■ Ensuring compliance with other subsystems and have surface
knowledge of other subsystems.
■ Follow expenditure of their subsystem.
Major Responsibilities
Other Heads
Team head
■ Person of contact in competition ,sponsors and other admin work.
■ Maintain cohesiveness in the team
■ Enforce deadlines on subsystems and heads.
■ Ensure transperancy in the team.
■ Address problems in team dynamics.
■ Build a connect with JTMs and address their problems with the team.
Mechanical Head
■ Ensure cohesion and communication between mechanical subsystem
and propose technical solutions pertaining to subsystem compliances.
■ Enforce timelines on them
■ Ensuring Compliance between subsystem.
■ Ensure practicality of proposed designs.
■ POC for procurement and manufacturing.
Technical Head
■ Deal with manufacturing and procurement of parts.
■ Handle admin side of procuring parts.
■ Keep track of finances for subsystem and allot funds.
■ Communicate budget constraints and feasibility to subsystem heads.
■ Ensure Organisation of the Workshop.
■ Keep a track of KT of JTMs and address problem with any STMs.
Finance Head:
■ Handle sponsors and ensuring inflow of funds.
■ Main organizer for showcase events.
■ Handle most of the admin work like permission for compettion, testing
and reimbursements.
■ Communicate to other subsystems financial status.
Identify Aspects of Team currently
unmanaged.
■ Theres currently no JTM applying for suspension. Big problem
affecting all aspects throughout the tenure. Priority should be
completing suspension KT for a few members.
■ Understaffed Team: Overloaded members , prone to mistakes and
oversights.
CASE STUDIES
Case study 1
Mistakes made
■ Failure in retention of competent JTMs. Primarily Poor behaviour and mentorship by few
seniors.
■ Team bonding was lacking among Y24 throughout tenure due to setting up of
competitive environment by seniors.
■ Blaming failure on Supra on Y24s.

Fixes
■ Foster an environment of collaboration instead of competition.
■ Better behaviour towards juniors. Create a medium for open dialogue after major
events.
■ Optimize the time they spend working
 Case Study 2

Opinion
■ This especially tricky given the low number of applicants in this tenure.
I still think we should not lower standards for applicants.
■ At the same time reason of rejection should be very clear .
■ Alternatives and implications must also be thought through.
■ We need retentions, but we also need people who can get the job
done.

.
Reasons for Rejection
■ Absence in Large critical parts of JTM tenure like competitions prep.
■ Skills don’t align with the position applied.
■ Setting other activities as higher priority than team.
■ Internal disputes among JTMs or with STMs.
■ Lack of commitment
■ Technical Knowledge not at par with team standards.
Justified?
■ Most of rejection reasons are justified
■ But if its solvable, rejection is not the optimal approach.

Impact on Morale
■ If team members feel removal was unjustified and shocking , this will
lead some resentment or fear for senior. Not desirable. Might cause
motivated members to question themselves.
■ The reason for removal must be made clear to all.
Alternatives
■ Give them roles of reduced responsibilities if possible.
■ In the two months remaining to the start of the tenure give them a
chance to convince seniors of skill and their motivation.
■ Private dialogue to truly understand issues and evaluate reasons for
shortcomings.
Then evaluate if the case can be helped.
■ Re-evaluation before tenure starts.
Consequences
■ Delays: This is already a project that is often critical on time,abscences
will definitely cause immense issues with regards to deadlines
■ Safety standards: If we allow people who don’t understand their
subsystem it is prone to safety lapses. This is un negotiable, might
harm someone.
■ Demoralizing to the Team: Free-riders convey the wrong message to the
team that it is acceptable to fraud and do no work. This will induce
such behaviour further among the team. Will lead to quitting and
understaffing.
Case Study 3
■ Do Research work in phases, exploration and reading then simplified
application then actual application
■ Define clear end objectives like produce a design,model,analysis,etc.
■ Keep weekly short meets with other STMs
■ Maintain thorough documentation
■ I will be providing them research material and tasks once I am
thorough with it. But first I will give them the problem statement and
give them time to search on their own.
■ They will need to show some form of implementation when they
present. Once they show good understanding I will involve them along
with me completely
■ Regular presentation for JTMs
Case Study 4

Possible Competitions
■ Formula Imperial 2026 : First Competition experience ever for current JTMs. Vital to
have some experience before Formula Bharat 2027.
■ Formula Bharat 2027: The most important competition. Largest competition on the
calender, has always been the primary target for our team.
■ Supra/FI 2027: Could be possible that next JTMs also don’t get competition
experience. Hence for similar reasons We should aim for this competition as well.
Validation for improvements and debugging we would have made on the new car.
■ Formula Bharat 2028: Should be our strongest competition since 3 years. The new
car should be thoroughly tested and debugged. Biggest expectations from this
competition.
Should we go for FI 2026?

No
■ Costly as competition in is Coimbatore.
■ Might interfere with testing and debugging of next car. No guarantee that will we find
time for a competition.
YES
■ Current team will have no competition exposure before FB.
■ Car and documents are mostly ready. Easy preparation.
Timeline
▪ Formula Imperial 2026:

Last Registration date:15/02/2026

Event schedule not out yet.

Dates; 26 oct- 3 Nov

E01 already manufactured, documents and submission are ready just have
change according to submission format. Have been testing for quite some
[Link] weeks of testing a month before the competition should be fine.

Logistics:
Venue: Coimbatore.
Need to ship equipment and car 6-7 days prior.
All STMs will go along with some JTMs. It will cost us close to 4-5 lakhs.
■ FB 2027: Discussed in detail in timeline.
Logistics: All STMs and all JTMs that remain in the team. Will cost use close to 4-5
lakhs.

■ SUPRA 2027:
Date:Mid august
Will Take New car.
Testing will be done extensively in Summers.
Logistics:Lead entirely by STMs (Y25s). Will cost us 2-3 Lakh.

■ FB 2028
Date:January 2028
Will take the new car . It would be a second year car, extensively tested for 1.5 years
Logistics: Lead by Y25s might involve Y26 JTMs also. Can expect to cost us 5-6 lakh.
Case Study 5

Problem identification
■ The major scope for improvement that I see is that throughout the whole process
from manufacturing to installing , we don’t do subsystem specific testing. All of the
decision are made largely from hand calculations, specifically in the braking circuit.
■ These calculations are idealized and we dont validate them in real life.
■ Validation should be data driven and scientific.
■ We should know the exact behaviour of our braking circuit.
Technical Research
■ A solution many automotive companies and top level teams implement is to test
their braking circuit on a brake dynamometer.
■ Brake dynamometer simulates real-world braking conditions and enables
measurement of:

Brake torque vs line pressure

Pedal force vs deceleration
Pedal force vs line pressure
Stopping time under simulated inertia
Thermal performance and brake fade and many more.

■ It offers precise and repeatable test conditions to analyze efficiency and safety of
out braking system experimentally
■ [Link] (The research paper we will follow)
Solution
■ Design and build an in-house brake dynamometer tailored for FSAE braking
configurations.
■ The rig will simulate vehicle inertia and enable controlled application of pedal force
under repeatable conditions.
■ Instrumentation will include:

Pedal force load cell

Line pressure sensors
Torque measurement mechanism
RPM sensing
Temperature monitoring
Data acquisition system

■ The system will generate a complete pressure–torque–deceleration model of our

braking circuit.
■ This facility will serve multiple future tenures and reduce long-term dependence on
trial-and-error vehicle testing.
IMPLEMENTATION
■ PHASE-I
Design CAD and performing calculations and stress analysis.
Detailed document and planning for the entire project.
■ PHASE-2
Finalise CAD and procurement of electronics and materials.
■ PHASE-3
Manufacturing and Assembly of braking circuits and sensors
■ PHASE-4
Calibration and testing of sensors.
■ PHASE-5
Testing and debugging. Evaluation of results and comparison to Models and Real
World data.