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Regenerative Braking System
Regenerative Braking System
Abstract
When riding a bicycle, a great amount of kinetic energy is lost when braking, making start up fairly strenuous. The goal of our project was to develop a product that stores the energy which is normally lost during braking, and reuses it to help propel the rider when starting. This was accomplished with a spring and cone system whose parameters were optimized based on engineering, consumer preference, and manufacturing models. The resulting product is one which is practical and potentially very profitable in the market place. A spring (of tension 22,100 N/m) is stretched (at most 37cm) by a wire which wraps around a cone (of 15 cm large diameter and 2 cm small diameter), while braking. A clutch is then released and the cone drives the bikes gears to assist the rider while starting. The product weighs 14 lbs, will cost $87, and will return 85% of the riders stopping energy when starting up again.
Nomenclature
D = stopping distance wr = weight of rider wb = weight of bicycle (plus weight of product) g = gravitational constant = coefficient of friction between bicycle tire and asphalt = acceleration of bicycle during stopping N = normal force on bicycle tire due to gravitation vi = initial velocity of bicycle vf = final velocity of bicycle rt = radius of bicycle tire Ff = force of friction on bicycle tire w = angle of wheel traversed during stopping = torque on bicycle tire applied by product rg1 = radius of large gear rg2 = radius of small gear rc1 = large radius of cone rc2 = small radius of cone Lc = length of cone a = angle of cone rotation at applied point t = total angle of cone rotation for complete winding x = deflection of spring L1 = initial length of spring L2 = final length of spring rs = average radius of spring coil tw = thickness of spring wire ks = spring constant s = material of spring ms = mass of spring Cs = cost of spring* mp = mass of product* C = cost to manufacture product* S = selling price of product* P = profit from sale of product*
*
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for later optimization of cost and weight. For the purposes of this proposal, we are only attempting to minimize the necessary length of the spring deflection (x)
2. Return energy to start up Once the energy is stored in the device, it is necessary to have a simple way to release this energy back to the user in a positive way. This can be accomplished with an innovative gear system. 3. Must fit on a bicycle This is one of the most difficult constraints to achieve and most important because we are dealing with such confined spacing. The objective is to fit the length of the spring on the longest part of the bicycle, which is slightly less than a meter. 4. Light weight The importance of having a light weight design is driven by the customers desire to have a bicycle that is more maneuverable and more portable. This is also a direct trade off with how much energy can be stored in the spring. 5. Good stopping range The stopping range is important because this product needs to be usable in real life situations. This component can be optimized to have the shortest stopping distance using dynamic analysis. 6. Good stopping force The force required to stop is dependent on the stopping range and the comfort levels of the rider. It is also related to the possible spring features. 7. Inexpensive and affordable This product must be able to make a profit and be desirable. The driving force for the price can be directly related to the spring size as shown later in the paper. 8. Safe to user and environmentally friendly Safety is always a very important aspect when ever there is a consumer product. This requirement will be addressed after the initial design is created. 9. Profitable Profit is usually the main motivation for the start of any company, therefore this is one of the parameters that will be optimized. 10. Reliable It is important to have a product that is reliable and this requirement will affect the long term business image and needs to be maintained in high regards. 11. Manufacturability In order to make anything profitable, it needs to be manufacturability, hence the important of having a product that can be made easily and cheaply. 12. Aesthetically pleasing
This is not a requirement that needs to be taken heavily, but the design should always have nice look about it, because looks will persuade the buyer. 13. Modular Having a device that can be adapted to existing bicycles is essential to sell the greatest number of units. This also can reduce other types of manufacturing costs. 14. Should not hinder normal riding To have a successful accessory for a bicycle, the ride should not feel a noticeable change in the biking performance or in the normal riding motion. A device that impedes the normal biking experience would be considered undesirable. 15. Controlled release The energy that is released back to the user must be done in a safe and manageable fashion. This can be a consideration after the prototype is completed. The main requirements that are used in the analytical model were reduced to price, weight and capacity (percent of the energy returned). All of the previous design requirements were used in the engineering model to describe the reduced requirements. Some of our design decisions are quantifiable, while others are not. The ones that are and their associated equations are as follows:
From this list, #1, 2, 3, 5, 6 are quantifiable using engineering analysis. They can be analyzed with equations from physics, dynamics, kinematics, and geometry. Requirements #4, 7, 8 must be done through mathematical iteration and cost analysis.
m Nm rad J
kg 2 m/s s g
N/m m m m m m
http://www.electricvehiclesnw.com/main/regen.htm
energy.2 However, we have come across no product currently on the market for a purely mechanical regenerative braking system (RBS)
http://www.electricstar.org/motorboard.html
Start up Costs (Cs) : $500,000.00 Salaries (S) : $1,000,000.00 Selling Price (P) : number sold : $85.00 100000
From this information we can make some approximation of supply and demand. If the RBS is sold near 100$, then we can find the corresponding data. An example would look like this:
China 500000000 400000000 300000000 200000000 100000000 0 $0 $100 $200 $300 $400
Therefore, the market in China would be $50 for the bike plus $100 for the RBS would yield a market near 250 million. Using this approximant method we find that the market is: China: 250 M USA: 110 M Japan: 60 M Europe: 120 M If we approximate the rest by 50%, then the total market yields: 710 Million! This is an extremely large number, so if it was only 1% of this, then profit margins can still be incredible.
4.2 Utility
The utility is derived from the characteristics that were prescribed: price, capacity, and weight. The surveys are used to find this utility in terms of the Beta values. The following are the Beta values:
Price: -0.0529 Capacity: 0.0512 Weight: -0.2164 These values show that the consumer cares about the weight the most, then price and capacity. What this is saying is that people want a product that will give back some energy that is really light and somewhat cheap.
Beta vs w eight 2.500 2.000 y = -0.2164x + 3.2475 1.500 1.000 0.500 0.000 5 10 lbs 15 Weight Linear (Weight)
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Figure 7: Demand Model Figure 8: Profit Model We were able to model our profit by multiplying 40% of the selling price P by the demand q, which was based on our demand model from Assignment 3. There is little deviation, however, between the profile of the demand model and that of the profit model, as can be seen in figures 7 and 8. The only major difference in the profiles is near the region of high k and low x, which lies in an undesirable range (price is too high while the capacity is too low). We then compare the demand model to the manufacturing model, in figure 9.
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Figure 9: Producer Model (next to Demand Model for comparison) We can then use iteration to find a balance point between these two models. Our targets at the top level are to keep the spring length and spring constant in a balance for
our stopping distance from our engineering model. We then pass that target to the Producer model, and then the Demand model. First, we start on the engineering curve and choose a point from the curve to start our iterations. We decide to use the point on the curve that yields the highest profit. From there we follow the gradient of the Producer Model, which leads us to the high point of the Producer model. Then we follow the gradient of the Demand model at that point until we hit a boundary. From this point on the Demand model, we follow the gradient of the Producer model until we hit a boundary again. This continues until our iteration moves between two points only. The following sequence is what occurs: Model Gradient start (x,k) finish (x,k) Producer (0.3, 30000) (0.1,30000) Demand (0.1, 30000) (0.35, 5000) Producer (0.35, 5000) (0,1, 5000) Demand (0,1, 5000) (0.8,15000) Producer (0.8,15000) (0.6, 5000) Demand (0.6,5000) (0.8, 25000) Producer (0,8, 25000) (0.55, 5000) Demand (0.55, 5000) (0.8, 25000) So our two models find equilibrium along the line between the points (0.8 m, 25000 N/m) and (0.55 m, 5000 N/m), as shown by the yellow line in Figure 10. Now we can return to the engineering model (marked by the red line in Figure 10), which indicates the optimal curve fit of k to x for our best stopping distance of approximately 5 meters. These two lines meet when x is approximately 0.58 meters and k is 7500 N/m. These values yield a suggested selling price of $63.88, a capacity of 70% of speed returned, and a weight of 11.26 lb. While the capacity and weight are nicely within our pareto boundaries, the price (as will be shows in our business plan) will need to be raised significantly in order to make a profit.
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Figure 10:Lines of Equilibrium. yellow: producer-demand red: engineering performance Overlay on Producer Model
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Comparing this solution with that found only by optimizing the profit in EXCEL, we see the following: EXCEL SOLVER for Profit Analytical Target Cascading spring deflection (x) 0.37 m 0.58 m spring stiffness (k) 30,000 N/m 7,500 N/m Price ($) $99.31 $63.88 Weight (lb.) 16.32 lb. 11.26 lb. Capacity (% of 1800J) 114% 70% Profit $32,086,000 $21,118,000 So, the excel solver seems to have created a more profitable outcome. However, the selling price was determined by increasing the manufacturing cost-per-part by 60%. Therefore, we can increase our profit by raising the selling price, and our demand curve indicates that our profit will actually increase almost 30% by an increase to a selling price of approximately $85 if we increase the capacity to approximately 85%. We can do this by setting x to 0.37m and k to 22,100 N/m, and this also yields a weight of only 14 lb. This appears to be the true optimum of our system.
6 Conclusion
The overall goal was to design the Regenerative Braking System while keeping the engineering, producer and customer models in check. The key design decision was based on the spring length and the spring constant. The reason why this feature was used more than all of the other features are because the other features would not have as much effect on the complete system. By changing the size and spring constant, desirable price, weight and capacity can be realized. We used a survey to find out how the price, weight and capacity were scaled. Much was learned on how to and not to conduct a survey. A preliminary survey should have been conducted to determine a realistic value of variables. Also many of choices were not close enough together to get a reasonable cut off value. Therefore the data that was produced using conjoint analysis was most likely not as accurate as it could have been. There are some limitations to our model. For the sake of simplicity, the spring was modeled with the length and the spring constant rather than wire thickness, stress, strain and all the other complex analysis that would make the solver take too long to process. By getting a rough idea of what the ranges can be, simple experimentation can be done to prove or disprove this assumption. Future work would consist of a redesign of the spring model to see exactly how much data we may be missing with the assumption that we made with how price, weight and capacity vary with spring length and spring constant. Despite all the assumptions, we still have realized that this product can be very marketable and that the demand is extremely large which means this is a viable design that will yield a high return on an investment.
References
Papalambros, P.Y., and D.J. Wilde, Principles of Optimal Design. 2nd Ed. Cambridge University Press, New Your, NY, 2000. Russel, Alastair. The Changing World of Mobility. MS Powerpoint Presentation. http://www.airstreamgroup.com/tech/downloads.php http://www.electricvehiclesnw.com/main/regen.htm http://www.electricstar.org/motorboard.html http://www.hondurasembassy.se/bicycles.pdf http://www.uspto.gov/
Appendix A
Data
Number Made Selling Price $ 100,000 87.00
Cost
Description Warehouse Patent Technology Tooling Costs 3000 m^2 International Computers, CAD, CNC CNC lathe machine Quantity Investment Cost 20 1 1 8 Annual Cost 100000 100000 100000 100000 100000 100000 100000 5 4 4 17 3 $ $ $ $ 200,000 100,000 250,000 50,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 4,000,000 100,000 250,000 416,667 521,000 1,500,000 500,000 400,000 1,000,000 800,000 500,000 250,000 160,000 168,000 416,667 69,444 6,285,111 Cost Total Cost
Aluminum (6"x3" round stock) springs sprocket Materials small sprocket gears casing Misc. Engineering Business Labor (yearly Marketing / Sales salaries) Assembly Machinist
$ 5 $ 15 $ 5 $ 4 $ 10 $ 8 $ 5 $ 50,000 $ 40,000 $ 42,000 $ 25,000 $ 25,000 Yearly Annual Cost: Material Cost $ 52
Revenue
Location The Netherlands Italy Germany Spain No. of Units Sold: Quantity Sold 25,000 25,000 25,000 25,000 100,000 Price (USD) $ $ $ $ Yearly Income 87 87 87 87 Total Income $ 2,175,000 $ 2,175,000 $ 2,175,000 $ 2,175,000 $ 8,700,000
Profit
=Total Yearly Income - Total Yearly Cost Yearly Profit: $ 2,414,889
24.3% 3 Years
1. Company Vision
Millions of people throughout the world use a bicycle as a main means of transportation and our goal is to make sure they all have an effortless ride using the Regenerative Braking System (RBS). The plan is to develop an affordable, energy saving device that is extremely desirable by the day to day biking commuter. This goal will be met by combining a team of highly skilled engineers, market researchers and business specialists and we will yield an extremely profitable product for millions of needy customers.
2. Market Analysis
2.1 Overall Market
The projected market size for the RBS is on the order of 700 million people. This number was estimated by the number of people throughout the world who would possibly pay over one hundred dollars for a power assisted biking system. Due to market penetration, this number will be reduced significantly to a value of 100,000 units.
% Returned
3. Competitive Analysis
3.1 Industry Overview
Despite the trends of modern technology with the automobile, the biking industry is still thriving, meaning that bicycles will be with us for a long time to come. The Airstream group of Canada has show that the growth rates of normal bicycles are 10% per year and surprisingly the growth rate of electric bicycles are 25% per year [2]. This is a very promising statistic and shows that people are leaning towards a more environmentally friendly and healthier lifestyle, which ensures a stable market place for the RBS.
4. Product Breakdown
4.1 RBS Optimal Design
The finalized design of the RBS consists of a 25 long compression spring that has a spring constant of 30K N-m that is attached to a 6max DIA cone via 1/8 wire. The cone is inline with a set of 1 beveled gears. There is a shaft that connects through two of the gears using a clutch that can be engaged when the brakes are being applied. The gear near the sprocket has a free wheel bearing, which allows the bike to both brake and accelerate, using a compact gear train. The sprocket, which is aligned with the free bearing gear, connects to the back sprocket that is mounted on the tire. See Figure 4 for a detailed model.
Freewheel
The majority of the focus of this design is optimizing the spring to meet the needs of the consumer and the producer. Also all other values are so discrete or cannot change and the only flexibility that can be made to the RBS that has any significant value are the spring length and the spring constant. These parameters were optimized to find the spring that can yield the highest profit and yet meet the customers needs. Table 1: Characteristics of the RBS Total Spring Length 18 inches Spring Constant 30K N-m Percent Regenerated ~100% Weight 17 lbs Selling Price $87
Data
Number Made Selling Price $ 100,000 87.00
Cost
Description Warehouse Patent Technology Tooling Costs 3000 m^2 International Computers, CAD, CNC CNC lathe machine Quantity Investment Cost 20 1 1 8 Annual Cost 100000 100000 100000 100000 100000 100000 100000 5 4 4 17 3 $ $ $ $ 200,000 100,000 250,000 50,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 4,000,000 100,000 250,000 416,667 521,000 1,500,000 500,000 400,000 1,000,000 800,000 500,000 250,000 160,000 168,000 416,667 69,444 6,285,111 Cost Total Cost
Aluminum (6"x3" round stock) springs sprocket Materials small sprocket gears casing Misc. Engineering Business Labor (yearly Marketing / Sales salaries) Assembly Machinist
Mostly all parts of the product are outsourced except for the cone. The cone is manufactured in house on CNC lathes and operated by machinists. Once those parts are produced, the assemblers put them together. The total number of workers were determined by a function of how many units could be produced in a year and how many units are actually made in a year. Some assumptions made were, one machinist can work
three CNC lathe machines at once and each of those machines could produce one cone every 20 minutes. The same types of assumptions were made for the assemblers ending with an end result as shown above.
Revenue
Location Quantity Sold The Netherlands 25,000 Italy 25,000 Germany 25,000 Spain 25,000 No. of Units Sold: 100,000 Price (USD) $ $ $ $ Yearly Income 87 87 87 87 Total Income $ 2,175,000 $ 2,175,000 $ 2,175,000 $ 2,175,000 $ 8,700,000
5.3 Profit
The yearly profit of the RBS is total yearly revenue the total yearly profit. Again assuming that all products are sold every year, the net profit for our product will be $2,414,889. Our product has quite a large mark-up, but with our estimations and before competition is introduced, $25 mark-up is not too dangerous. After market penetration, the quantity sold will most likely increase dramatically and other markets will be reached.