Himanshu Rewatkar

Causal Loop Diagram Topic

Topic: Impact of Powertrain Mount Design on Cabin Noise and Vehicle Development Timeline

This example shows how one engineering decision (e.g., changing the stiffness of powertrain mounts) can have ripple effects on NVH performance, cost, design iteration, and launch timelines.

Systems Thinking Reflection – NVH Context

Understanding NVH Complexity through Systems Thinking

The NVH system in a vehicle is sensitive to numerous design decisions, especially around the powertrain mounting system. A seemingly minor change, such as increasing mount stiffness to improve handling, can increase the noise transmitted to the cabin. This results in reduced passenger comfort, which may require redesigning insulation or revisiting body structure. These rework loops cause delays, cost overruns, and cross-functional stress.

A systems thinking approach is critical here. Rather than fixing an issue in isolation (e.g., "just stiffen the mount"), leaders must evaluate how that choice affects NVH metrics, user perception, development time, and inter-team coordination. This perspective avoids siloed optimization and ensures better trade-off management in design.

In practice, I would use systems thinking by initiating cross-functional NVH reviews early and integrating simulations across domains (e.g., structure, acoustics, powertrain). Understanding the feedback loops and interactions helps make smarter, long-term decisions rather than reactive fixes.

References:

Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. Doubleday.

Singh, R. (2011). Engineering vibrations with applications to automotive and NVH engineering. Wiley.

Systems-Based Engineering Decision Example – NVH

Trade-off Example: Turbo Engine Integration and NVH Rework

When integrating a new turbocharged engine into an existing platform, engineers prioritized packaging efficiency over mount isolation. The turbo layout led to asymmetric load paths and increased structure-borne noise. While the initial solution met power and emissions goals, cabin booming noise appeared during real-world testing.

To address this, engineers had to redesign the subframe and add damping layers, delaying the vehicle launch by three weeks and increasing material costs. This decision highlights how an engine design change, made without full NVH modeling, disrupted multiple downstream systems including packaging, acoustics, and scheduling.

References:

Rao, S. S. (2010). Mechanical vibrations. Pearson.

SAE International. (2020). Evaluation of powertrain mount NVH in compact vehicles. SAE Technical Paper 2020-01-1485. https://doi.org/10.4271/2020-01-1485

Leadership Communication Style Statement

As an engineering leader, my communication style is clear, inclusive, and adaptive, ensuring alignment across diverse teams. I deliver project instructions with structured clarity, using visual aids like CAD models and Gantt charts to convey technical requirements, as seen in a recent powertrain integration project where I used annotated diagrams to align mechanical and electrical teams. I encourage questions to clarify ambiguities, fostering an open environment. For conflict resolution, I promote open dialogue and data-driven mediation; for example, during a disagreement over NVH test priorities, I facilitated a root-cause analysis meeting to align stakeholders on a balanced solution. To adapt to diverse teams, I tailor communication—using technical depth for engineers, high-level summaries for executives, and simplified explanations for global suppliers, as demonstrated when coordinating with a multilingual supply chain for a battery module project. This flexibility, rooted in empathy and systems thinking, drives collaboration and project success.

References:

Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.

Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.

Team Meeting Agenda Template

Weekly Team Check-In Agenda

Meeting Objective: Review project progress, address blockers, and assign action items to ensure timely delivery, as used in a chassis development project to streamline cross-functional updates.

Agenda:

• 5 min: Welcome & Objective Overview
• 10 min: Project Status Updates (each team member shares progress)
• 15 min: Discussion of Key Issues/Blockers (e.g., resolving a supplier delay in component delivery)
• 10 min: Action Items & Task Assignments
• 5 min: Wrap-Up & Next Steps

Task Follow-Up:

• List action items with owners and deadlines (e.g., "Resolve NVH test bottleneck – Lead Engineer, due Friday")
• Document unresolved issues for next meeting

References:

Larson, C. E., & LaFasto, F. M. J. (1989). TeamWork: What must go right/What can go wrong. Sage Publications.

PMI. (2021). A guide to the project management body of knowledge (PMBOK® Guide) (7th ed.). Project Management Institute.

Peer or Team Feedback Form

This template gathers anonymous feedback to improve leadership and project outcomes, used effectively in a recent software integration project to identify communication gaps. It includes sections for communication, support, performance, and suggestions, with an optional open-ended comments section.

Downloadable Feedback Form:

Download Feedback Form (PDF)

References:

Stone, D., & Heen, S. (2014). Thanks for the feedback: The science and art of receiving feedback well. Penguin Books.

London, M. (2003). Job feedback: Giving, seeking, and using feedback for performance improvement (2nd ed.). Lawrence Erlbaum Associates.

Performance Review Coaching Script

Sample Feedback Script: "Hi [Team Member], I appreciate your efforts on the recent project. I’ve noticed some challenges with meeting deadlines, which may be impacting the team’s progress. For example, the [specific task] was delayed, affecting our testing phase, similar to a past project where late CAD submissions required rework. Let’s work together to identify obstacles—whether it’s resources, clarity, or workload—and create a plan to address them. I believe in your potential to grow, as you’ve shown in your strong contributions to [specific past success]. I’m here to support you. What do you think is the main hurdle, and how can I assist?"

References:

Buckingham, M., & Goodall, M. (2019). Nine lies about work: A freethinking leader’s guide to the real world. Harvard Business Review Press.

Blanchard, K., & Johnson, S. (2015). The new one minute manager. William Morrow.

Career Advancement Plan

Short-Term and Long-Term Goals as an Engineering Leader

90-Day Plan: In the first three months of a leadership role, I would focus on establishing trust and alignment. Key actions include conducting one-on-one meetings with team members to understand their strengths and challenges, initiating a project audit to identify bottlenecks (e.g., using tools like Gantt charts for clarity), and setting clear KPIs for team performance, such as reducing NVH simulation turnaround time by 10%. I would also facilitate cross-functional workshops to align engineering and non-engineering stakeholders, drawing on my experience in powertrain integration projects.

Skills and Certifications: I plan to pursue the Certified ScrumMaster (CSM) certification to enhance agile project management skills, critical for leading dynamic engineering teams. Additionally, I aim to complete an advanced course in Systems Engineering from MIT xPRO to deepen my systems thinking expertise, building on my NVH and sustainability experience.

Professional Growth and Mentorship: I will seek mentorship from senior engineering leaders through platforms like the IEEE Leadership Network, focusing on strategic decision-making. I also plan to attend industry conferences (e.g., SAE World Congress) to network and stay updated on emerging trends in automotive engineering and leadership. Regular reflection sessions, using tools like the self-assessment form below, will ensure continuous growth.

References:

PMI. (2021). A guide to the project management body of knowledge (PMBOK® Guide) (7th ed.). Project Management Institute.

Kotter, J. P. (2012). Leading change. Harvard Business Review Press.

Self-Assessment & Reflection Form

This form is designed to evaluate my leadership progress and identify areas for improvement, used quarterly to ensure alignment with career goals.

Leadership Strengths: Examples include clear communication (e.g., aligning teams on NVH priorities) and systems thinking (e.g., anticipating downstream impacts of design changes). Rate each strength on a scale of 1–5 for consistency and impact.

Areas for Improvement: Identify gaps, such as advanced stakeholder negotiation or agile methodology expertise, with specific examples (e.g., delays in cross-functional alignment during a recent project). Rate each area on urgency and potential impact.

Progress Toward Goals: Track milestones, such as completing a certification or leading a new project, with measurable outcomes (e.g., reduced project delays by 15%).

Action Items for腫Next Quarter: List specific steps, such as enrolling in a Scrum course, scheduling mentorship sessions, or implementing a new team feedback process, with deadlines and success metrics.

Downloadable Self-Assessment Form:

Download Self-Assessment Form (PDF)

References:

Drucker, P. F. (2005). Managing oneself. Harvard Business Review, 83(1), 100–109.

Schon, D. A. (1983). The reflective practitioner: How professionals think in action. Basic Books.

Mock Performance Evaluation Template

This template evaluates a junior engineer’s performance, used to provide structured feedback and foster growth, as applied in a recent software integration project.

Criteria:

• Communication: Clarity in sharing technical updates and asking questions (e.g., presenting simulation results to the team). Rating: 1–5.
• Collaboration: Effectiveness in cross-functional teamwork (e.g., coordinating with NVH and design teams). Rating: 1–5.
• Problem-Solving: Ability to address technical challenges (e.g., resolving a noise issue in testing). Rating: 1–5.
• Delivery: Timeliness and reliability in meeting deadlines (e.g., submitting CAD models on schedule). Rating: 1–5.
• Quality: Accuracy and thoroughness of work (e.g., error-free simulation outputs). Rating: 1–5.

Comments: Space for specific feedback, such as "Improved MATLAB scripting skills but needs to enhance time management for deliverables."

Development Suggestions: Recommend training (e.g., time management workshops), mentorship, or specific tasks (e.g., lead a small NVH analysis) to address gaps and build on strengths.

References:

Aguinis, H. (2019). Performance management (4th ed.). Chicago Business Press.

Buckingham, M., & Goodall, M. (2019). Nine lies about work: A freethinking leader’s guide to the real world. Harvard Business Review Press.