Henning Knoepfle
Running programmes
- As supplier
- IVM Automotive, Technicon Design
- As client
- Mitsubishi, Great Wall, Dongfeng
- Largest programme team
- More than 25 at IVM, 45 at the Volvo studio
- Method
- Costed plan, open-item list, change control
Both sides of the contract
I have worked on both sides of the contract: as the OEM client who hires outside studios, and as the supplier who writes the offer and owns timing, budget and delivery.
A costed plan before work starts
At Technicon every programme started with a work breakdown: design strategy, studio engineering, CAS, milling, scale and full-size clay, hard parts. Each task carried a duration, its dependencies and a cost, with client review gates between stages.
Example: an exterior and interior programme for an OEM client in 2016. Ten months from start to finish, with a client review gate at every stage.
Work stage Decision Client review
An open-item list while it runs
One list for our team and the client's. Every open item has an owner, a date and a status.
| Date | Owner | Department | Vehicle | Item | Status |
|---|---|---|---|---|---|
| Wed | Studio | Surfacing | Car A | Build a 3D volume of the reference vehicle. | Done |
| Fri | Studio | Studio engineering | Car A | Deliver the show car package and 3D volume. | Done |
| Sat | Client | Management | Car A | Confirm or comment on package and volume. | Done |
| Tue | Studio | Design | Car A | Deliver six to eight theme boards for exterior, three for interior. | Open |
| Wed | Client | Management | Car A | Select two to three exterior themes and one to two interior themes. | Open |
| Tue | Studio | Design | Car B | Deliver four theme boards that carry the Car A direction. | Open |
Change control
Client requests that go beyond the contract are the usual way a service project turns loss-making. I set up a process to keep scope, budget and the client relationship intact.
- Contract. The scope is defined, with a set allowance for change requests.
- Log. Every client request is documented inside the project.
- Check. Each request is measured against the contract.
Requests inside the allowance were delivered and documented. Requests outside the contract went to client purchasing with the documentation and a request for supplementary budget. I used this process at IVM Automotive and in every Technicon offer.
Fixed dates: show cars at IVM for GM and Opel
- Opel Speedster. Show car for Geneva 1999 and production hard model, built in 1998. Project Manager.
- Opel Omega V8.com. IAA 1999 show car with working internet at four seats and motorised screens. Project Manager.
- Opel Frogster. IAA 2001. My concept and design, chosen from five proposals, taken from sketch and CAD to the exterior clay, including its patented rolling roof.
- Chevrolet Cobalt. Production programme for sedan and coupe, planned and executed as Chief Designer.
As Project Manager and later Chief Designer I did the pre-planning and the quote negotiations, put the teams together, and led more than 25 designers, engineers, modellers and outside vendors.
Working with engineering: M-Hero M817
To make the truck read as premium I asked engineering to change the platform: the front wheels moved forward and the cabin moved back.
