Vol. 2

Open communication is the key to success

One-Way Clutch and Disconnect Team, Automotive Technology Development Center

Vol. 2

Open communication is the key to success

One-Way Clutch and Disconnect Team, Automotive Technology Development Center

Team Members

Group Manager

Akihiro

Mid-career hire

Akihiro joined NSK in 2019 as a mid-career hire after working for a transmission manufacturer for 18 years, where he focused on durability testing of components and advanced development of transmission systems. NSK's wide range of technological capabilities and ability to develop a range of products sparked his interest and he decided to change jobs. After joining NSK, he was assigned to his current department as a lead engineer, where he works to develop actuators for EV transmission systems.
Design/Programming

Ryuho

New graduate hire

Ryuho joined NSK from a desire to put his university research to use in mechatronics and system proposals. His work involves designing concept models to be exhibited at motor shows and conducting exploratory research into new products. He has been in his current position since 2021. In his current team, he serves as group leader and is responsible for structural design, modeling, and drafting. His strengths include the ability to develop control and measurement programs, and configure wiring for test equipment.
Comments from team manager

Comment

Ryuho has an all-round set of skills, so he is an asset to any team he is on. Not only is he calm and composed when dealing with new challenges, but he is able to talk to anyone without putting up walls. Thanks to the atmosphere that Ryuho creates, communication both within the team and with other departments is very smooth.
Simulation

Kenji

Mid-career hire

Kenji joined NSK in 2019 as a mid-career hire, after previously working for a printer manufacturer, where he designed and developed thermal printers, before moving into marketing (market research and advanced development). After discovering a passion for advanced development, he joined NSK, hoping to transition to a company that focuses on this area. From the spring of 2021, as a member of his current team he has worked on fluid analysis technology inside gearboxes and component strength analysis.
Comments from team manager

Comment

Kenji approaches every aspect of his work in a thorough and earnest manner. He has studied fluid analysis diligently, working closely with software companies and other parties, and has delivered solid output, taking us from nothing to an almost finished product. It is fantastic that he has developed technologies that will put NSK in good stead for the future. I also appreciate his willingness to take on any task with a positive attitude, even when he is busy.

An open-minded approach to advanced development of new automotive products

As the name suggests, the Automotive New Product Development Department is responsible for developing products never before created at NSK, either by combining bearings - NSK's main product - with other products, or by creating completely new products based on discussions with our customers and a firm understanding of their future needs. The Automotive New Product Development Office's role in this process is to confirm the feasibility and value of new product proposals prior to their mass production and commercialization. To achieve this, the group is required to handle a wide range of tasks spanning design to experimentation.
In their quest to develop innovative new products, the team members are unconstrained by conventional approaches. By thinking outside the box, the team of Akihiro, Kenji, and Ryuho successfully developed a disconnect mechanism employing a one-way clutch.

Disconnect mechanism with one-way clutch for EVs

EVs have continued to gain mainstream adoption around the world in recent years, and the percentage of that 4WDs comprise of the total EV market is expected to increase in coming years. In EVs, motors are typically mounted at the front and rear of the vehicle, with only one usually in operation. The problem this creates is that the motor on the end that is not in operation creates resistance as it is driven around by the tires, causing energy loss while driving. In response, the team developed a disconnect mechanism to improve the cruising range (by reducing loss) and lower the cost of 4WD EVs. Generally, the clutch is combined with a motor to disconnect it, but by incorporating a one-way clutch, the team succeeded in achieving the disconnect using only a mechanical mechanism. This rapid development project was completed in just six months after receiving the customer's request.

A flat communication structure and
information sharing was the key to rapid development

What role did each of you play in this development?

Akihiro

I was responsible for communicating with the customer and coordinating with other departments when their help was necessary. I also clarified the scope of the group's responsibilities and studied the general product concept and overall image of the development process. Once this was in place, I asked Ryuho and Kenji to help bring the product to life.

Ryuho

My main responsibilities include structural design, modeling, and technical drawings. I am also in charge of design and assembly of test equipment, which means that I need consider the wiring and operating patterns of complete equipment sets, such as measuring instruments, when configuring test equipment.

Kenji

I'm responsible fluid analysis related to oil agitation in gears and conducting strength analysis of components.

Akihiro

Both Ryuho and Kenji have their own areas of expertise, so duties are roughly divided into two areas: Ryuho is responsible design and drawings, and Kenji for analytical and computational work. But of course, there are some jobs that cannot be allocated like this. In these situations, the two of them decide who will take charge by assessing each other's skillset and situation and suggesting, "Could you handle this part?" "I'll take care of this part," or "Let's work together on this part. This flexibility makes for great collaboration, which I appreciate.

Ryuho

Yes, it is somewhat of a natural split.

Kenji

Since there are only two of us, we know each other's workload and circumstances, so whichever of us is able to handle the task steps up.

How did you overcome the obstacles you encountered during development?

Akihiro

The time constraints were an even bigger hurdle than the technical barriers. We had a very short time to develop and deliver the product, so we needed to call on others across NSK for support. We worked with other departments, group companies, and overseas branches to mobilize all available resources for success. I was very grateful that the team demonstrated such a willingness to work together as a unit to solve any problems that arose during development.

Ryuho

Since only Kenji and I were working on the operational side, whenever something came up that we could not handle on our own, we consulted with others around us, including engineers from other teams and people in other departments, to help us overcome the challenge we were facing.

Kenji

I also consulted Akihiro a lot. The time barrier we faced has already been mentioned, and at my previous job, I had to go through my manager when communicating with outside parties, or summarize what I was going to say in advance. But Akihiro gave me quite a lot of freedom to move forward at my own discretion, so when I would tell him, "This is how I plan to proceed," he would say, "OK, let's go with that." I appreciated that he trusted me to take the lead and move the project forward, even though we had a short deadline to meet.

What do you like about this team?

Ryuho

Although I have the role of group leader, we are able to work an equal footing. I think this is partly due to the fact that we are able to see each other's work, but I don't have to give Kenji detailed instructions. We are able to understand each other's situation and follow up and support each other while thinking two steps ahead. Actually, Kenji and Akihiro sit next to each other as well, so it's great that we can share information on a day-to-day basis without needing to set up a meeting to discuss (laughs).

Kenji

Although of my collegues are in leadership positions, I am able to talk to them as equals. Some people may think that they need to put together a presentation when explaining some thing to their manager, but I really appreciate that I can immediately ask Akihiro and Ryuho for advice, by showing them my test results in Excel and asking what they think.
By communicating in this way we can gain quick consensus on important issues, which makes our work more efficient by reducing the need for revisions later on.

Akihiro

The two of them will come and chat to me on a casual basis, so I can get a grasp on what they are doing and what progress they are making without having to go and ask. I appreciate not having to manage at every step thanks to their proactive communication.

Please tell us how you support each other.

Akihiro

Ryuho and Kenji are both very easy to approach. Sometimes we have to take on tasks that fall outside the scope of development work, and I have to ask them for their help. However, both are always willing to take on the challenge and contribute their know-how to achieve the goal, which I really appreciate. And since none puts up any barriers and we can joke around with each other, communication comes naturally.

Ryuho

Akihiro said that I don't put up any barriers, but perhaps I am a little too casual, or can have trouble striking the right distance with people I meet for the first time (laughs). I'm perhaps not the best at communicating with people I don't know. But both Akihiro and Kenji back me up, and together we enlist the support we need as a team.

Kenji

From a technology perspective, I am not yet familiar with the automotive industry, so I appreciate that both Akihiro and Ryuho can teach me a lot about this area. Ryuho in particular is an all-around wonder who can make anything happen. Preparing equipment for experiments is no easy task, but he takes care of this too, so his expertise really helps. Although due to time constraints I have to leave this to him at the moment, since I have the opportunity to work with Ryuho, I hope to absorb a lot of his knowledge in future.

Akihiro and Kenji, you joined NSK mid-career - did you have any help from people who have been at NSK throughout their career, including Ryuho, to get used to the company?

Akihiro

When joining a company as a mid-career hire, you come in without a background in the company culture, so I was worried that I might not be able to blend in and achieve results. However, Ryuho and the other members never put up walls or made me feel like an outsider because I was new to the company. So although I had no internal network at the time, they were very supportive and reassuring, and I was soon one of the team.

Kenji

Although I was a little anxious as it was my first time changing jobs, they really treated me as a member of the group from the outset, and I was given responsibility for a new product right away. They subsequently entrusted me with more and more work, so I built up great communication with them as part of this process and didn't feel any barriers.

Ryuho

The department I was assigned to after joining as a new graduate was comprised almost solely of mid-career hires and temporary staff, so I have never even thought about viewing someone through the lens of a "mid-career hire". Besides, NSK has a long history, and our problem-solving methodology is fairly well established. But when talking with mid-career hires about the methods they used in their previous jobs, I always learn something new - sometimes ways I would never have thought of, which really broadens my perspective. In this sense, my colleages that have joined from other companies are a great source of inspiration.

What were some of the positives for you personally from changing jobs?

Akihiro

My experience at NSK has given me the confidence that I can do anything I want if I put my mind to it. At first, it was hard to feel this way because I did not understand how the company functioned. But as I became a group manager and built up a network with people across various departments, I gradually gained the ability to do things that could make a real contribution to the company. For example, my suggestions for improvements are given the green light as long as I give concrete reasons and explanations. I felt like I have the power to make positive change if I step up and take action, and this experience has been even more fulfilling than I expected when moving to NSK.

Kenji

For me it would be the understanding of new technologies that I have gained. The fluid analysis I am working on right now is a technology that takes quite a long time to produce results. A company that does not understand this, might criticize, asking, "Why is it taking so long?" It is not possible for my research to produce results in a month, not matter how much pressure is applied, so for research to be successful, I think it is critical that the company and managers understand the circumstances involved when tackling new technologies. In this regard, I feel that NSK is really understanding.