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Journal Article

Advanced Firmware Device Manager for Automotive: A Case Study

2012-04-16
2012-01-0013
This article describes a case study on firmware device management for automotive systems. More specifically it describes the objectives for the project, the methods used, results and conclusions. Objectives: The objective is to create an ecosystem to ensure updates to firmware are fast, reliable, and secure and fault tolerant. To achieve this goal, the most advanced technologies in telematics were combined to produce an automotive solution, including: (1) Bootloader; (2) Delta File; (3) File Compression; (4) Encryption; (5) Re-Flash; (6) Bluetooth® wireless technology; (7) USB; and (8) Flash File Systems technologies. Methods: A pilot project was developed from a case study to understand the complexity of the firmware update problem as it relates to the automotive industry. More specifically, to comprehend the bottlenecks we needed to overcome and to implement the best possible solution. Design and speed performance of the critical path were evaluated.
Journal Article

An Exploration of Rapid Serial Visual Presentation for Automotive Applications

2012-04-16
2012-01-0970
Rapid Serial Visual Presentation (RSVP) refers to a method of displaying information in serial fashion on a display mounted at a fixed focal position relative to the viewer. RSVP is used in cognitive and perceptual psychology research and shows some promise in applications that involve reading text on displays. This preliminary research examines the potential for RSVP as a means of presenting driver information in automotive use cases. We investigated how RSVP influenced subjective impressions, participant recall of information, and the impact of its use while performing a simulated driving task. We describe the results of two studies and discuss future directions for research.
Technical Paper

New Approaches for Low Voltage Audio System and Circuit Design

2012-04-16
2012-01-0037
New vehicle systems that stop and restart the engine to avoid prolonged idling place new requirements on audio systems. In particular, there is a need for the audio system to continue to operate during the engine start sequence. In the past this was not an issue, as audio systems could be turned off during the engine start sequence. Among the ramifications for this “operate while starting” requirement is that the audio system must operate at a lower voltage, say 6 volts, instead of 10 volts. Audio system operation in this context means continuing to play music without interruption or spurious noises. The main focus of this presentation is on audio circuits, both line-level and speaker level. In the past, line level outputs could be fed by linear regulated power supplies that developed 8 to 10 volts. The signal levels sent from one module to another could thus be in the 3 volt RMS range.
Technical Paper

Making Six Sigma a Cultural Norm

2012-04-16
2012-01-0513
A common hurdle to enterprise-wide implementation of Six Sigma projects is the need to prepare employees so they are able to use statistical tools and graphical analysis techniques. Six Sigma deployment plans are replete with classes, seminars and coaching sessions aimed at the use and application of statistical procedures. Master Black Belts, Black Belts and external consultants are engaged in developing tutorial aids, analysis macros, and automated analysis routines so employees do not have to know too much to get the job done. A long term solution to this problem is to work with education providers and help them understand the industry's need for a better prepared work force. People who graduate from engineering, business and management programs need to be equipped with work-ready skills so they can make immediate contributions in the workplace.
Technical Paper

Secrets for Successful Six Sigma Deployment

2012-04-16
2012-01-0515
This paper presents a system of factors that sometimes contribute to meager returns for Six Sigma deployment investments. The author shows how these factors erode improvement project efficiency and describes program strategies that are effective counter measures. Solutions included: keeping business leaders responsible for improvements, using expert project coaches, sharing and replicating project findings and lessons, reducing project burden, focusing on improvement projects, and using concentrated and time-bound efforts.
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