ESTIEM Magazine | Spring 2007 | Where the Road leads to

Issue 32 2007/I | ISSN 0874-5242 | Price 0 Euro | www.estiem.org

ESTIEMMAGAZINE Where the Road leads to

Close-up on the Automotive Industry in Europe

European Students of Industrial Engineering and Management

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17

INTRODUCTION Editorial President’s Speech Introduction to ESTIEM

NEWS Introducing: Board 2007 Venture Network: Entrepreneurs Be a Nobleman… Be a SIR! Customise Your Vision Big Tree Coming – Growing Network Being a Member of ESTIEM Network Turkish Coordination Team Summer Academy 2007

4 5 6

4

8 10 11 12 13 14 15 16

19 20 22 24 26 28 EVENTS CM Ankara-Bilkent Post-CM Istanbu-Bogazici Times Semi-Finals: Enschede and Grenoble Activity Week Karlsruhe Free Vision Dortmund: But Why? Free Vision B2B

TABLE OF CONTENTS

FOCUS Automotive Industry Where the Car Manufacturers are Heading?

Go New, Go Yugo!

Sustainability for the Automotive Industry Indoor Tire Testing on Snow Future Engine Concepts

30 33 34 36 37 38

41 42 44 46 INSIDE ESTIEM Interview with Dietrich Brandt Letter from Vision Patron Cultural Prejudice: the Pole An Alumnus’ Report: From ESTIEM to Bosch What’s Happening in Belgrade?

48 50 51 52 53

AGENDA

54

PROFESSIONAL Bosch-ESTIEM Workshop Driving Assistance Systems Gain Acceptance Blaupunkt: A tale of Innovation Big Macs and Luxury Cars

48

iNTRODUCTION imprint Project Leader: Hüseyin Binzat

HÜSEYIN BINZAT

Editorial Staff: Pinar Altinkeser Hüseyin Binzat Ceren Dönmez Tiago Lopes Isidora Straboja Layout: Sezen Sayoglu Hüseyin Binzat F. Caner Göçmen Bilal Okatan David Christian Berg Design: David Christian Berg Public Relations Comittee Acquisition: Ürün Cakirca Katarina Gavric Ugur Gürler Julian Schiffner Contact: magazine@estiem.org www.magazine.estiem.org Disclaimer: The contents may not always reflect the opinion of the publisher.

Any reproduction or copy is permitted only with the permission of the editors.

What is ESTIEM Magazine?

ESTIEM Magazine is almost the same age as ESTIEM. The Magazine makes it possible to: • Acquaint members of ESTIEM with what is going on inside • Give an insight on IEM-related real life themes and interviews with known people.

• Integrate ESTIEM members and alumni • Help explore cultures of ESTIEM countries.

Through more than 15 years, ESTIEM Magazine has continuously developed itself. Especially in recent years, we targeted our efforts and worked in order to provide a very high quality for all of the publication’s aspects, such as the content and the outlook.

What is even more important, we have focused on strategical and organisational characteristics of ESTIEM Magazine within the last year. As a result, we transformed it in into a challenging project in every sense. I am proud of being the Project Leader of such a magazine, bearing in mind all of its aspects, like time management, international teamwork, fund-raising operations and a visionary approach.

Nevertheless, we don’t tend to stop! We are looking forward to new challenges. As Magaziners, we have a dream of placing ESTIEM Magazine alongside with the most prestigious publications in the same line.

ESTIEM Permanent Office Paviljoen B-6 P.O. Box 513 5600 MB Eindhoven The Netherlands Fax: 0031- (0)40 2473871 e-mail: info@estiem.org www.estiem.org

What kind of an ESTIEM Magazine do you want to see? What can we positively change positively in the future? ESTIEM Magazine is the publication of ESTIEM and as an ESTIEMer, you are the person that should answer these questions and tell us your ideas. I am convinced that we will see even more attractive magazines in the near future…

If you want to get involved in such a challenging project, do not hesitate to contact any of the Magaziners.

And finally, do not forget to have a look at our renewed and improved website!

In high ESTIEM

introduction

Dear Readers of the ESTIEM Magazine,

Reduce the amount of unsafe and polluting cars. In addition, forecasts show that there will be around The history of the automotive industry can be 1500 million cars on the world’s roads untill 2030 traced back dated to the year 1886 in Stuttgart, – almost double the amount as we have today Germany where Carl Benz produced the first (~770 million). Therefore stricter ecological soluinternal combustion engine automobiles. Before tions are inevitable as resources are also running this time inventions from François Isaac de Rivaz short (e.g. oil) 4. Can this huge amount of vehicles be handled and is the industry able to change their (internal combustion engine) and Nikolaus Otto (four-stroke engine) paved the way for the automo- current low cost functionality and manufacturing tive industry and it is still one of the major growing mindset towards a sustainable understanding As you can read, the automotive industry bears markets in the world especially because of a high innovation level. New technical developments (e.g. a lot of interdependencies in different fields which are all in line with our IEM studies. Companies the Wankel rotary engine, the Antilock Braking System – ABS and the hybrid technology 1) within in the Automotive Industry are looking for people the last 120 years pushed the industry forward. with a broad understanding of different subjects.

But not everyone can succeed in this industry.

Marketing, manufacturing and strategic manageThe competition is too high and only few compament are only some working spots where you can nies like Toyota, Daimler Chrysler, GM and VW shape this industry. dominate the market.Nevertheless niche players are more than welcome and try to sell their ideas In high ESTIEM to the customers. This bears sometimes risks and the example of Yugo 2 shows that a well elaborated concept might not necessarily be successful.

Still Yugo is nowadays a cult vehicle especially in English speaking Anglosaxian countries and is comNOTES parable to the VW beetle and the Citroën 2CV. (1) ESTIEM Magazine Issue 31: “Boasting a broad base for hybrids” Unfortunately charismatic cars are gradually (2) Page 20: “Go new, Go Yugo!” disappearing from the world’s roads especially (3) Manufacturing: sustainability for the automotive industry if the concept of a three year vehicle 3 will be adopted. Then a three year old car will be scrapped (4) ESTIEM Magazine Issue 31: “The end of cheap oil” after two renovations. The aim is quite logical:

Philipp Bächle

President’s Speech

introduction

Back in 1990,

students from five different countries founded an organisation which they named ESTIEM: European Students of Industrial Engineering and Management. Its aim was and still is to establish and foster interrelations among European students of Industrial Engineering and Management (IEM).

over Europe. Our belief is that the activities and projects of ESTIEM give our members knowledge and experiences that are important for their personal development and the realisation of future goals. The students involved in ESTIEM incorporate both the skills required for modern business and an open-minded approach towards other people and cultural issues.

In 16 years, it has grown into an organisation bringing together 40 0 00 students from 65 universities in 23 European countries, and is still growing. All these universities offer courses in IEM. Based on this structure, ESTIEM forms links between students, academics and companies in order to create a Europe-wide, multi-level IEM network.

Through involvement in ESTIEM, students get an opportunity to experience different cultures, take part in international projects and become friends with other ESTIEMers from all

The decision-making body of ESTIEM is the Council, which meets twice a year, in autumn and in spring. Each university, represented by its socalled ‘Local Group’, sends two student representatives. The five members of the Board of ESTIEM are elected during the autumn Council Meeting.

The Board is responsible for the management, coordination and administration of the association. It represents the association in all legal matters.

ESTIEM has continuously increased the number of its activities, thus being able to offer a great variety of events to IEM students. Based on its activities, ESTIEM has attracted many active students, and the organisation has seen rapid growth since its founding. Major activities on a European level besides Council Meetings include the only European wide IEM case competition TIMES, the seminar series Vision, ESTIEM Magazine, Venture Network, Europe 3D, Summer Academy and Student Guide (a database with information for students who want to study abroad); all led by Project Leaders who are elected at the Council Meetings.

Besides taking leadership positions in the Board and as Project Leaders, ESTIEM members can also take up more responsibility by working in one of the committees. The committees work together closely with the Board, supporting it in its tasks. ESTIEM has six of them at the moment: the Information and Communication Technology Committee, the Public Relations Committee, the

Introduction

7

CM

CoM, ReCoM

Members Committee, the Knowledge Management Committee, the Financial and Legal Committee and ESTIEM’s youngest asset, the Corporate Relations Committee.

With lots of teams and tasks to choose from, there is a place for everyone. Naturally, the backbone of ESTIEM is the European IEM student.

Open-minded and keen on developing him or herself, he or she is eager to make friends and create contacts with different IEM representants from all over the continent.

When ESTIEM was founded, the aim was to make it an abbreviation-free association. However, this goal was not completely achieved… After all, “CM” fits much better in your mouth than “a Council Meeting”. The table at the right offers a brief introduction to the most common ESTIEM abbreviations.

For more detailed information about our organisation and its activities, please visit our website at www.estiem.org. Here you can also find everything you need to know if you want to get involved. So don’t hesitate and start moving… you won’t regret it! 

INTRODUCTION

Council Meeting. Organised twice a year, this general meeting of member groups holds the ultimate decision-making power in ESTIEM. Coordination Meeting, Regional Coordination Meeting. An event where a small group of people get together for a Project Meeting or a meeting of Local Groups in a particular region.

CRC

Corporate Relations Committee. Responsible for adding value to relationships between ESTIEM and its current and potential corporate partners.

FLC

Financial and Legal Committee. Members of this committee have an advisory function for those who are responsible for financial or legal affairs in ESTIEM.

KMC

Knowledge Management Committee. This committee ensures that all knowledge is preserved and that experiences don’t get lost during handover periods or when people resign from their active ESTIEM career.

LG Local Group. ESTIEM is basically a network of these IEM student associations located at different universities around Europe.

LR Local Responsible. The person in charge of a LG. MC

Members Committee. This team supports the member groups of ESTIEM and provides information to those who are interested in joining the ESTIEM organisation.

PL,CL Project Leader, Committee Leader. PL is the person in charge of an ESTIEM project. Analogously, Committee Leader is designated with CL. PRC

Public Relations Committee. Concerned with ESTIEM’s outer appearance and increasing the awareness of ESTIEM among companies, professors, as well as IEM students throughout Europe.

SAC

The Summer Academy Project. This project organises a two-week event, of which two editions are held somewhere in Europe each summer.

The event is highly academic and guided by a well-known professor.

TIMES

Tournament in Management and Engineering Skills.

WG Working Group. In Council Meetings, several Working Groups are formed to discuss different crucial ESTIEM matters.

WGL Working Group Leader. A person who is in charge of the WG. He or she plans, guides the members and prepares the documentation.

n to ESTIEM

introduction

Introducing: Board 2007 A new year, a new ESTIEM Board.

At the 33rd Council Meeting in Ankara, the ESTIEM Board Members for the year 2007 were elected.

Who they are?

Here are their personal introductions…

Philip Bächle President

Sara Götesson VP of Finance

My name is Philipp Bächle, I am 23 years old and I am studying Industrial Engineering and Management at the University of Karlsruhe in my 4th year.

That’s all reasonable but why do I spend most of my time in contributing to ESTIEM? I will try to explain it.

We all started as juniors at some point. For me it was at the Council Meeting in Sofia when I tried to understand what was said during the General Assembly, when I arrived practically not knowing anybody, considered the board being really cool people, and the only thing I said during the GA was Yes, Linköping present, and even that made me nervous.

Have you ever watched closely small children on a playground screaming, capering around and exploring how far they could climb up a tree? That is my perception on ESTIEM and on what is possible in this organisation.

From the beginning of my engagement I saw ESTIEM as such a big playground where I could explore daily new things. By intuition I dealt with topics which interested, challenged and delighted me. After my project leader ship of the Council Meeting Kaiserslauter2Karlsruhe 2005 (K2K) I decided to follow my intuition and worked on central level. It is solely my goal to secure that the spirit of our playground will broaden. This spirit reflects for me the will to learn and to meet new people and cultures. This is something you never learn in this extent at the university but it is every time up to you how far you want to get involved.

But since those wonderful days in April 2004 a lot of things have happened.

I experienced unforgettable moments and adventures with great people, I learnt abbreviations and understood what was discussed. I started having opinions and questions, working groups, trainings and my own committee. Years later I stood there; my own seven minutes alone in front of the council, giving my presentation about why I should lead ESTIEM for a year. And while still nervous, I also enjoyed it, standing there talking to my friends about something that really matters to me.

ESTIEM is a place where you grow a lot as a person, you do things you could not imagine a while ago, and most likely, you do it very well. And even more important you do it while having fun and together with people you like. That is what I am planning to do this year, being in the ESTIEM board, learn, improve and enjoy, always with nice people.

introduction

Björn Brandt VP of Administration

Olivier Zimmer VP of Activities

Ignacio J. Pérez Prat VP of Public Relations

At the last day before my studies started, the local projects in Hamburg presented themselves to the new students. ESTIEM was presented with three people and they told us they are complete. My first thought was “small group, but could be a challenge”. And it is still such a challenge. Those three people finished their studies but the LG grew up to 50 active members. I found myself in many organisational tasks for events in Hamburg and after my first Council Meeting I was involved in the Portal Task Group to relaunch the ESTIEM Portal which ended (for me) in being the webmaster, organising the college where everybody asked me: “And now you are applying for the board? ”

It is amusing to see how a little tiny event can have a big influence on life, what is even more curious is that the moment in which you are living it, you do not suspect its importance.

A cold windy night in Brussels, a phone call, a voice : “Yo! You wanna host an ESTIEM dude for the FC? ”, “What? ”, “I said, do you have a free place to be the host of a Hungarian guy, for the Final Conference? ”, “Yes… why not? ”.

That moment was decisive for me, from that point, I was hooked! Every time I participated in an ESTIEM activity, I became more addicted… I wanted to organise, take responsibilities and get involved in the network. That little door opened to me, threw me in a unique universe, without borders for friendship or constraint to other cultures, with climbing sunshine mountains. I would never cross this door back again.

If you want to know my name, it is Olivier. I come from LG Brussels, studied in LG Berlin, was raised in Luxemburg, have a Thai mother, a Belgian father, and I want to take part with all of you in the ESTIEM experience.

The board job represents for me a unique opportunity, symbolising the equilibrium between acquiring experiences, enjoyment and feeling to participate in the construction of great things.

So here I am! Ready to sit with my fellows in front of you for the next GA!

Back in 2001, I was in my home city – Buenos Aires – looking for my future in the old continent. While surfing though various websites about studying in Germany, I found out about a network, which was spread all around Europe, ESTIEM – what a great thing, I thought! Nowadays, I study and live in Karlsruhe, from which Local Group I joined our network. My ESTIEM fascination began as I joined the local board of our group in Karlsruhe as the Vice President. I had the feeling that I was investing my time in the most efficient way – I discovered that such an involvement was the best complement to my studies and to my personal development - both combined in one package including work, fun and friends.

There I woke up and thought, you cannot do such an important job only because it is somehow coming to you and you know enough people that they will vote for you. I really wanted to make it a challenge, not only a task, so I developed my own program for 2007 and said after some days, “Yes I will apply!” So did I and got elected in Ankara.

I want to thank you for your confidence.

I am only a single raindrop that makes the tree called ESTIEM grow a bit more we all can climb it, enjoy what is grown in the last 16 years, harvest a bit but cultivate as well. It’s time to make the ESTIEM world go round and therefore we need all of you. Climb the tree and see how beautiful the world looks from an ESTIEM perspective.

The board is dead, long life to the board!

It was during the “Council Meeting from Kaiserslautern to Karlsruhe” in November 2005 that I could take my chance to join the central organisation of ESTIEM. The brand new Corporate Relations Committee needed manpower and I had all the motivation to join!

Through this committee I could take a deeper look into the association. A year later, I became a member of the ESTIEM Board and I can hardly tell how privileged I feel to be a leader of this “exiting network of open-minded students with a professional approach”!

Thank you and hope to see you soon!

10 news

Venture Network

ENTREPRENEURS

ARAS YILDIZ

Who are entrepreneurs? Are they only people who have their own businesses? I think that would be a shallow perspective of entrepreneurship. Of course, venturing your own capital and establishing a new company are very good examples for entrepreneurship but, with a comprehensive definition, entrepreneurs are; change friendly, opportunity-oriented, innovative, resourceful and value creators.

Entrepreneurs see resources and they find a way to mobilize or move them to areas of higher productivity and yield. Entrepreneurs build value through innovation, leadership and insight. Other important geniuses of entrepreneurs are; knowing how to bring people together to work for a common goal, having the knowledge, contacts and abilities to get the capital and other resources you need to take advantage of different opportunities.

Venture Network is the new name of the Entrepreneurship Task Force. It is easier to write and pronounce.

After framing our goals and plans, we have started to implement our ideas. If you would like to join us to increase ESTIEMers’ entrepreneurial awareness and share your ideas with us, please check our notice board, also send a mail to venture@estiem.org to be a part of the team.

they create a structure within which many people can thrive.

It is for sure that there are many ESTIEMers who have the attributes and capabilities I mentioned above, but it is a big deal to be aware of these attributes, because today’s educational system always directs us to have a regular job and not to lose it. In this way, we would feel secure, but who can guarantee our satisfaction? It does not mean you have to create your own business, but if you have an entrepreneur inside, you will not be satisfied in a regular, monotonous job.

You should have some changes in your life and do something new, innovative. This quote explains the whole story quite well; “Entrepreneurs are about loving their journey, not their destination.”

Dreams, some might say, are what ideas are made of. And the dreamers try to convert their ideas into new products and services, but entrepreneurship is not just about having a great idea, it is also about knowing how to make the most potent use of that idea. The successful entrepreneur has an effective combination of experience, relations, self-confidence and enthusiasm to work hard to put plans into action.

Today, the meaning of entrepreneurship has been changing. In the past, entrepreneurs were people playing games with small, “mom and pop” style businesses on their own, but modern day entrepreneurs are interesting people to follow and they are providing much more than selfemployment. Good entrepreneurs do not provide work for just one or two people anymore; instead

Venture Network aims to make ESTIEMers realise about their entrepreneurial spirit and create opportunities for them in order to increase their knowledge and experiences about it.

There are already a lot of Alumni entrepreneurs in ESTIEM who could be mentor for us. As Venture Network, we are trying to strengthen the relations between ESTIEMers and Alumni to share experiences and ideas. 

Be a Nobleman… Be a SIR! The story of ESTIEMers, who fell in love with the Dutch Law. Before reading this article you should know what SIR stands for. SIR stands for Statutes and Internal Regulations, two separate documents that give both legal structure and a set of rules and guidelines to our organization. SIR is also an acronym commonly used to denominate the group of people who, for the last year, have been working hard to come up with a proposal to change and amend ESTIEM’s own Statutes and Internal Regulations.

But why change the SIR, one might ask. As in, I’d say, at least half of the student associations around the world, the Statutes in ESTIEM were outdated and dull, given our new reality and needed to freshen up. The same applies to Internal Regulations. Such a problem has been noticed a long time ago, but not until the last IR change in CM Porto, the urge for taking measures came out.

When such a need was realized there was a fast assembling of a group of hard working people, in order to get the job done. ESTIEMers from every corner of Europe were garnered in online chats, Working Groups and Coordination Meetings to establish the final proposal that, by the time you’re reading this, has already been presented in Eindhoven.

These SIRs got known as some of the most hard working fellows in ESTIEM, and I’m pretty sure such a hard work will turn out to be fruitful indeed.

The next question that might pop up is: What exactly are we proposing to change? The answer is: a lot, really a lot. We are proposing a wide variety

of changes that go from small re-writing corrections, to deep legal structure procedures regarding membership rights and duties. We will now give the Council the power to propose motions, and we will set the basis for a clear definition of Projects inside ESTIEM. Trust me when I say that I could write all over this magazine to go into detail with every proposal we came up with.

I’m writing this article on my way to Groningen to settle the last minor details and to finish up the proposal. I’m sure that with the new Statutes and Internal Regulations ESTIEM will be a better, more clear and structured organization.

So, read the Statutes, know the Statutes; besides giving you a better overall view of ESTIEM it will give the power to know this association in depth.

At the end of this adventure that was changing the Statutes and Internal Regulations, it was a pleasure to work with such a group of enthusiastic ESTIEMers, that took probably not the most exciting subject to work on, and nevertheless made it happen. Long live all the SIRs and everyone that, at one time or another, provided us with their sharp remarks.

As former President Elias Faethe said, do not forget that “ESTIEM is not about Statutes”, but it sure helps to have some clear ones. 

tıago lopes

NEWS

12

Customise Your Vision Everything starts with a dream… and every dream has its own chance to come true.

gönenç keskintepe

It was two years ago, when I met ESTIEM for the first time. Back then I didn’t know what to follow, I found myself sitting at the back row in the General Assembly, trying not to be seen but also showing a great effort to learn as much as I could from those ambitious, enjoying and experienced people. Seeing those people, who established a strong network all over Europe, made me follow my dream about ESTIEM. The more I got to know the wider vision I had. This word “vision” and the ESTIEM spirit guided me while climbing up the Sunshine Mountain!

The dream of the Vision is on the way to become real!

So here I am, ready to take the biggest responsibility in The Vision Project, to maintain and improve the obtained success so far.

The Vision Project has been part of the educative and the academic branch of ESTIEM, as well as it provides the opportunity to get to know new cultures. Through the adventure of the project, we reached a perfect level of cultural interaction and a really satisfactory level of academic challenge. In order to fulfill the vision of the Vision Project, my main aim will be to strengthen the academic side, place it even at a higher level, to find new ways to motivate the participants and to increase the participation with a cohesive team.

At the Council Meeting Ankara, the Vision Working Group started shaping the project by choosing the main topic of the new Vision series.

After long hours of brain-storming and discussions we agreed on having seminars about marketing, which has never been done before. Then in a creative way, we combined the theme with “competition” which is the key word that forces the companies to look always for the best: the new Vision theme will be “the competitive marketing in the new age”. After the council meeting, with the participation of interested ESTIEMers, we decided the name of our new Vision Series: Visionary Marketing!

Which kind of innovative marketing strategies do companies use? What are the differences between the new age marketing methods and those traditional ones? What is happening in e-marketing? Those questions and the more will be answered in our Visionary Marketing seminars. 

Big Tree Coming

13

News NEWS

Growing Network

The similarities between these groups are that they are all Non-Governmental organisations and they are all related with IEM Studies. In a search of a cooperation to create a synergy between these organizations, their representatives created a sharing platform with the help of ESTIEM so that they could benchmark their organizations and share their experiences in order to benefit from each other and apply that knowledge to their NGOs. These organisations represent different European Countries and the ESTIEM local groups in those countries are also members of these NGOs. These two important facts are actually the main base of the synergy that can be created from this cooperation. In these meetings, each organisation is sharing the best practice structures, ideas or projects that they have learned. The ramification of this cooperation between NGOs is leading to better NGOs, better Local Groups and a better ESTIEM. This is where the true potential of this cooperation lies.

Since the CM K2K gathering, we have seen each other at the following Council Meetings.

At the CM Porto another organisation from Portugal, ANEGI has joined and strengthen our network. The last meeting was held at the CM Ankara Bilkent. There, we have defined concrete

goals for this cooperation and discussed the projects we could make together. Our goals can be summarised as exchanging ideas, students, knowledge, experience and using this to excel our associations.

We are now looking for other IEM organisations in Europe and we are also helping those people who want to establish one. This global network will be an opportunity for all the parties involved to create benefit for their societies. And if we look into the future of this cooperation, after having the certain maturity we believe our successors will continue our search for other organisations worldwide.

But for now what enthuses us more than exchanging experiences is the following: as the organisations representing IEM related people in our countries, we can help to create a better Europe by contributing to the European Society we live in. And as an initiative project we believe the best start should be focusing on the IEM students and the educational systems. So we are now trying to build our communication platforms to see how we can handle the problems of the educational systems and especially to focus on the Bologna Processes in Europe.

We believe this cooperation will be creating more value in the future than expected. So if you already have one or even if you have the idea of establishing a national IEM organisation in your country, please don’t hesitate to contact us.

Best regards, Erbil Yaman LG Ankara Bilkent Turkiye-EMT Vice President of Public Relations 

ERBIL YAMAN

The 31st Council Meeting of ESTIEM (“From Kaiserslautern to Karlsruhe” – CM K2K) has hosted a different group of people along with the council of ESTIEM. Those people were the representatives of national non- governmental IEM related organisations, gathering together for the first time to create an initiative that would be beneficial for all of them. Those associations were Turkiye-EMT from Turkey, VWI from Germany, FDE from Hungary and Wing-NET from Austria.

NEWS

14

Being a Member of the ESTIEM Network Members Committee (MC) was the first committee formed within ESTIEM leading the way into making things happen through specified teams supporting the board in their work. kimmo torvinen

And what is MC specialised in? The original task we are to fulfil is dealing with interested groups that are willing to join ESTIEM, from the first contact via observership period all the way to full membership approximately three years later.

For a few years, the committee has also provided support for existing local groups. That is targeted especially for those who had problems sustaining their high activity level.

This past winter has been fairly busy for MC. Around the council meeting in Ankara last autumn the responsibilities were divided into new task groups in order to fulfil those separate tasks effectively, task groups for tutoring new members, activation and local group requirements.

The term network development has been used to mean both ensuring the diversity of cultures and high level of contribution from existing members.

These two aspects are important to guarantee that ESTIEM is an attractive organisation towards individuals in current local groups, new students associations and other organisations we are cooperating with. Although both aspects are aiming to the same goal, they are not always walking side by side without any contradictions.

So far ESTIEM has been very attractive towards local IEM clubs. There have been many clubs interested in joining the network. And there still are!

But the current structure, especially the council meeting organisation already with 170 participants is facing problems with higher amount of local groups in the network. This makes increasing the diversity difficult. On the other hand there are local groups that do not practically exist any more but they still use resources in the central administration which is not very well getting along with the idea of “high level of contribution”. Fitting these demands together for the best possible solution and keeping all parties satisfied is not an easy task, although we, in MC, believe it is possible and that is what we target!

The way in which MC handles things is administrative and bureaucratic, to be honest.

However I do not believe the committee members or “MCers” are considering our work to be such! It is rather influencing important issues in ESTIEM. Growth is to determine cultural diversity of the network, which ESTIEM can offer to its members and partners, activation ensures the quality of the network and as a mentor of weaker a local group it brings you in close touch with new ways of dealing with the same things you do at your local group.

Someone could consider that benchmarking!

Summa summarum, MC is supporting the board in keeping the network called ESTIEM alive as good as possible. We are here to make things happen, not easy things and that is what makes our work quite interesting. 

Turkish Coordination Team

15

The butterfly effect of our story began with a tiny chat of three students that soon shaped our formation that is expanded to all Turkish Local Groups.

At the ReCoM Izmir in April 2006, during a presentation on how to improve the communication within ESTIEM, we discussed how to get to know each other better and build a strong relationship among Turkish ESTIEMers. By improving our relations in our country, we hoped to trigger each other to get more and more involved in ESTIEM.

NEWS

selves a lot and became good friends. Now we have a real processing network of ESTIEM in six Turkish local groups and one in Cyprus.

What the Turkish Coordination Team is: • group of Turkish ESTIEMers from every Turkish LG and Cyprus • not only a group of people enjoying themselves and inspired by ESTIEM, but also a group that is willing to spread its enthusiasm to a wider environment • it is a constructive instrument for communication between Turkish LGs • an incubator of continuous networking started by Turkish LGs

In fact, the previous generation of Turkish ESTIEMers was very cohesive, they knew each other very well. Even now, they get together whenever they visit their cities. With the help of their communication and their bond with ESTIEM, they discussed about our Network everytime. And they were really active students.

The next step that we targeted is to contribute in ESTIEM with our combined effort. In each meeting that we had so far, we determined an agenda about up-to-date ESTIEM issues and tried to produce beneficial ideas We hope that we will be able to help ESTIEM climb the sunshine mountain higher and higher!

As they were close to graduate, they all left their place to enthusiastic fresh ESTIEMers.

However, the new ESTIEMers were far away from knowing each other. The relationship between Turkish local groups was on a certain level, however that was a rather mechanic relationship which involved only sending some emails and collaborating on event schedules.

We wish to strengthen our communication on a broader level and to start producing effective and constructive ideas for ESTIEM, as well as to enjoy ourselves! 

Therefore, we tried to improve our relations between contemporary Turkish ESTIEMers, at least again to the level of our ancestors. By doing this, we want to get to know each other, spread the ESTIEM Spirit even further and help ESTIEM go beyond its boundaries.

And we did! The very first mission of our coordination team was building a close friendship between us and it was accomplished. We met each other four times so far just to talk about ESTIEM. We haven’t only chatted, but also enjoyed our-

gorkem ozbek

What the Turkish Coordination Team is not: • at all a formal association • an alternative to the LR network or the LGs themselves • a closed-type formation • a decision/opinion spreading center • it does not represent an initiative of an individual

NEWS

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Summer Academy 2007 Hello dear Magazine Readers!

NESE KILIC

This is Nese Kilic, the PL of Summer Academy 2007 for those still do not know or haven’t met me yet. I am a 4-year-old ESTIEMer who believes that you can discover evermore as you are an ESTIEMer. I became PL of the Summer Academy Project on the Autumn CM 2006 in Ankara. I enjoy being part of ESTIEM and coordinating the two SAC events in Karlsruhe and Budapest for this year.

Although I believe that every ESTIEM event that I joined until now contributed a lot to my personality, I strongly believe that my Summer Academy adventure not only gave a high value in itself, but also was a real self-development – and therefore is a very special and valuable project for me personally.

Why so?

For sure those, who took part in the adventure of Summer Academy Germany 2006, would agree with me the most I’ll be writing here. Reading the experiences of those participants, who have shared their impressive thoughts on the Summer Academy’s webpage helped me a lot to see the difference between being an ESTIEMer, who participated at the Summer Academy, and being just an ESTIEMer. It sounds a bit strange to separate this project from the rest of ESTIEM, but it really contributes more than you can imagine. What makes it special is the academic side of it with its two experienced academic leaders.

As each ESTIEM event, the Summer Academy 2007 project also improves itself. First of all, the Karlsruhe and Budapest teams are working very hard and we have a terrific internal coordination. Besides LG Budapest, which has already a lot of experience in organising this event, we have LG Karlsruhe which is highly motivated and capable. Both will organise the Summer Academy 2007 events as a part of the Summer Academy 2007 team and we hope to make you experience your best ESTIEM event ever. The Hungarian Summer Academy event will take place between the 29th of July and 12th of August 2007, guided by Professor Dietrich Brandt (RWTH Aachen), exploring the topic of “Human-Centered System Design – People, Organisation and Technology”. The German Summer Academy will be held between the 12th and 26th of August with the Academic Leader, Professor Jim Platts (University of Cambridge) discussing “Deep Entrepreneurship – Manufacturing Europe’s Future”.

The Summer Academy 2007 concept will be improved with company visits, workshops, lecture notes and with other inputs to help you both practise and learn what you experience during this two weeks process. Do not miss this opportunity!

Hope to meet you all in SAC 2007!

Summer Academy 2007

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Human-Centred System Design People, Organisation and Technology July 29th until August 12th 2007, Hungary Prof. Dr. Dietrich Brandt, University of Aachen Location Lake Balaton

Organised by Local Group Budapest

Change matters! www.sac.estiem.org Deep Entrepreneurship Manufacturing Europe’s Future August 12th until August 26th 2007, Germany Prof. Dr. Jim Platts, University of Cambridge Location Black Forest

Organised by Local Group Karlsruhe

Apply April 23rd until May 11th ! www.sac.estiem.org

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Travelling to places you have never been to, meeting new people, practicing all different flavours of the European English dialect, working together with people from all over the continent on fantastic projects like TIMES, Vision, exchanges and the magazine. These are some of the thrills you experience when active in ESTIEM. Working with people from different countries, with different habits and own peculiarities will seem difficult at first, but at the end of the day you learn that combining the different approaches, different points of view will overcome the differences, and even ensure more success once you tap in to the shared common motivation.

Graduation isn’t the end of the experience! ESTIEM Alumni combines old friendships with day-to-day working life experiences and entrusted ESTIEM spirit. We organise social activities, sports, company visits and local meetings called Round Tables to keep the spirit alive. Our main event is the annual Alumni Meeting, the General Assembly there is the official body of the organisation.

Meet our delegation at the Council Meeting, check the web to see if there’s a Round Table in a city near you, or use the portal to apply for Alumni status in the later days of your ESTIEM career. Keep the ESTIEM spirit alive!

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FOCUS

Automotive Industry Why do IEMs get interested in the automotive industry? The answer is simple: why not?

Not only the manufacturing or the marketing sides, but almost all corners of this industry are of our interest. And not only can the most successful initiatives in the industry, but also the unsuccessful ones be beneficial to learn from. Then, let’s go deep into what is waiting for us‌

20 Focus Auto Industry and Environmental Concerns: Where are the Car Manufacturers heading?

Ehsan ehsanÄą

The Automotive Industry has gone through numerous changes in the past 20 years.

The globalisation trend increased during 1990s and the situation at the end became such that the customers could not tell if a certain brand belonged to a specific country or not.

Competition space moved toward being global, customers got more options to choose from and so they asked for more variety and lower price more than before.

Another trend in the automotive industry is the increased need to adapt to the rising environmental demands put on the automotive manufacturers regarding emissions and recycling.

The global warming and the increased oil prices have created a pressure on the industry to make the cars less gas consuming to satisfy the customer and to meet the environmental demands put on the manufacturer by related authorities.

Practically this pressure comes from both international agreements, for example the Kyoto agreement, and from the specific rules and legislation in the individual countries. Consequently, more resources have been transferred to research and development of alternative fuels. The following sections in this article present more deeply the

important changes in the automotive industry from an environmental perspective.

Environmental Trends in Auto Industry

Environmental trends are unmistakable evident within the automotive industry. Concern of the environment has grown during the last decade. Global warming and pollution in the larger cities require solutions such as cars with less output of carbon dioxide. In the automotive industry, environmental trends can be seen within fuels, production and materials. Companies within this manufacturing sector are nowadays compelled to regard environmental issues in their production and research. It is not only a matter of awareness and responsibility, but also of practical use as the oil prices are increasing and oil reserves may become even scarcer in the future. Part of car companies’ environmental programs today, are offering eco-friendly cars using so called flexi-fuel and bi-fuel. The alternative fuels and hybrid combinations of these are an obvious trend within the automotive industry today.

Driving Forces and Counter Forces

The driving force for alternative fuels is the social awareness and the concern regarding nature

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and health in the cities, as well as the rising prices of oil and the possible undersupply of it in the future. Counter forces to the factors driving the environmental aspect in automotive industry can be considered as the resources necessary to investigate and develop this particular issue. Hybrid fuels are still in its early stage. The technology is still to some extent immature. It also needs time to integrate into the auto-infrastructural systems.

Current Trends

The trends today include cleaner diesel motors, more complex filters to clean the emissions and new alternative fuels (www.volvocars.com).

The direction of the environmental trends is heading towards more effective engines and their usage, but also alternative fuels. As the oil price increases and other fuel are less emission critical, the fuel tendency should be of particular interest to car producers. It is the most grateful solution to work with in short term perspective. Car manufacturers know that if they don’t invest in this direction they may fall behind.

While flexi-fuel cars consume bio-ethanol, bi-fuel cars use biogas, natural gas or gasoline and are able to use methane or liquefied petroleum gas as a backup. Moreover, bi-fuel cars have a 20% lower output of carbon dioxide (www.volvocars. com). Although these fuel-combinations have been an option for some time, the public paid no attention. In any case, increased environmental awareness and increased traffic in larger cities should make people willing to invest in low-emission fuels.

Future Development

As technology progresses, it will be possible to provide better solutions and combinations of possibilities within alternative fuels. The carbon

dioxide output might be even lower. There will probably be stricter legislation in the larger cities as they already suffer from toxic emissions, which will force the car manufacturers to adopt their models to these environmental requirements.

Alternative fuels will spread to more gas stations across the globe.

Opportunities and Threats

The ability to consume alternative fuel may become a requirement from customers.

Governments might pass a law that requires cars to have lower portion of toxic emissions.

It might even become illegal to use cars, which are not environmental friendly within the city limits. The selling of second hand cars might also suffer from this, as people would want to have the environment friendly cars. The modern cars would be supported by a new system, and would use cheaper fuel. Oil prices might decrease if the technology of alternative fuels evolves and is integrated into the automotive industry and accepted by the society. In such environment, the automotive companies, which have invested early on green technologies might take the lead.

Conclusion

The requirement for ecological cars and more environmental friendly fuels is an obvious trend that will most likely be of high relevance in the future. In the process of making the car more environmental friendly, the alternative fuel is of high importance. Fuels will continue to evolve and probably new, smarter fuel systems will be evident ten years from now. In spite of the present situation where alternative fuels are used by a minority new fuel systems will most likely be having a large market share. 

REFERENCES

(1) Landmann, Ralf et. Al, “The Future of the Automotive Industry: Challenges and Concepts for the 21st Century”, Society of Automotive Engineers, 2001 (2) Eberhard, Meissner, “ The challenge to the automotive battery industry: the battery has to become an increasingly integrated component within the vehicle electric power system”, Journal of Power Sources, Volume 144, Issue 2 , 15 June 2005, Pages 438-460.

(3) Ehsani, et. Al., Scenario Analysis: Future of Volvo Cars, Chalmers University of Technology, 2006.

(4) www.autoweb.com.au (29/1 2006): http://autoweb.drive.com.au/cms/ A_103707/newsarticle.html (5) www.nyteknik.se (29/1 2006): http://www.nyteknik.se/pub/ipsart. asp?art_id=37475 (6) www.epa.gov/greenvehicles (29/1 2006): http://www.epa.gov/ greenvehicles/cars-rank3-06.htm (7) http://www.volvocars.se/ (8) http://www.altera.com/end-markets/ auto/industry/aut-industry.html (9) Markus Seidel et al., “ Quo Vadis, Automotive industry?”, European Management Journal Vol. 23, No. 4, pp. 439–449, 2005.

(10) Ehsani, et. Al., Scenario Analysis: Future of Volvo Cars, Chalmers University of Technology, 2006.

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Go new, Go Yugo! ıvan karlovıc

You read about the best, now hear about the rest.

There are many success stories in the automotive industry, but the Serbian automotive industry is making the headlines for all the wrong reasons. Voted the worst car of the millennium by Car Talk, and selected as being one of the worst cars marketed in the US by Automotoportal.com, AOL Cars and AskMen.com does give some idea of the extent of the impact the one-time popular Zastava Koral aka Yugo made overseas.

Zastava, the manufacturer of Yugo, was founded as a military armament manufacturer in 1853 in Kragujevac, Serbia. By the late 1930s the company had expanded into automobile production supplying Ford designed trucks to the Yugoslav Army. The first passenger models were produced on August 26th, 1953 using designs licensed by Fiat of Turin.

The Rise and Fall

In 1984, automobile entrepreneur Malcolm Bricklin tested the US market for Zastava vehicles, now branded as Yugo, in Verplanck, New York.

Introduced in the summer of 1986 at a price of less

than $4 000, the Yugo was by far the lowest-priced new car available in the USA at that time, and it sold very well at first. With commercials aiming at low-budget families, students or wealthier customers looking for a second or third family car, Yugo was quickly adopted by US customers and the company managed to sell 45 000 cars in one year (check out one of the first commercials on YouTube 1). But by the early 1990s, the effects of United Nations sanctions on Yugoslavia forced Zastava to withdraw the car from the US market.

Since then, the car has been mocked by many, mostly because of it poor quality and the fact that some major parts had to be replaced every 40 000 miles.

Government Aid Prolongs the Inevitable

All governments of the Former Yugoslavia, from the communist regime up to the last Government, poured great funds into the money losing company. It was done primarily to keep social stability in an arranged economy, which was in force up until the 1990s. Nearly 70 mostly state-owned tier suppliers relied on orders from the industrial giant, a giant which almost solely employed the town of Kragujevac with 160 000

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inhabitants. Rumored to have never earned a profit, the state–owned company is still struggling to find its way back to the lost markets from the early 1990s.

A Glimmer of Hope

Malcolm Bricklin signed a deal with Zastava in 2002 to bring back Yugo to American shores with a model tentatively called the ZMW. Under Bricklin’s direction, ‘Zastava Motor Works USA’ expected to sell 60 000 cars in 2003. However, Bricklin instead turned to market the Chery line of Chinese cars.

Although this seemed as the last crushing blow to the Yugo’s legacy, after the Government announced rationalization of the company in 2001, it has since then been seeking for a strategic partner which would transfer its production to Serbia to make use of a trained workforce, cheap labor and positive economic trends (Serbia joined CEFTA in late 2006 with a market of 30 million consumers). In 2006, a glimmer of hope appeared as the company introduced its most modern car to date in technical cooperation with Fiat, the “Zastava 10”.

This car now offers dual front airbags and air conditioning, features previously not seen from the

Serbian manufacturer. The car is based on the 1999 Fiat Punto mark 2b and is only marketed for the WesternBalkan region. The first batch of sold vechiles was actually made in Italy but from summer of 2007, Zastava will manufacture the vehicle all on its own. With a price tag of 7 999 Euro for the basic version, it will have to battle for its place versus the competition from Dacia and other cheap imports, but the Government again stepped in as in December 2006 it ordered 167 “Zastava 10” cars and other vehicles worth six million Euro. If we look in the longer run, the company, which is still not privatized, stands little or no chance in competing against the technologically more advanced imports from Romania, Russia, Italy or China.

Serbia contributes to New Technologies

In January 2007 it was announced that a US based national laboratory research team, led by two scientists from Serbia (formerly working at Berkeley University) Nenad Markovic and Vojislav Stamenkovic, has developed a new material for the conversion of chemical power to electrical power in fuel cells which is 100 fold more efficient than any other material up to date. This material, a platinum based alloy of nickel Pt 3Ni(111) could revolutionize the fuel cell technology along with automotive and energy industries in the next few years. Companies like BMW, GM, Toyota and Honda are already closely following these developments to implement them in future models.  REFERENCES

(1) http://www.youtube.com/watch?v=-VV9NOBYDC4 (2) http://www.sciencemag.org/cgi/content/summary/315/5809/172

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Manufacturing:

Dr. peter strandıng

Background

In 2006, almost 18 million passenger cars were produced in Europe. If each one contained 6 000 components this means 100 billion (109) items were manufactured, shipped and assembled in ~130 plants. Globally, the automotive industry represents over 4% of world GDP and forecasts for growth suggest it will increase from its present figure of 70 to 100 million vehicles a year within the next 25 years. Estimates of population distribution in 2030 consider that 88% of world population will live in technologically emerging nations. This is the principal reason why all vehicle manufacturers are currently establishing a manufacturing presence where the major markets of tomorrow will be found.

Today, there are ~770 million vehicles on the world’s roads. In 2030 forecasts suggest this figure will rise to 1500 million. Judged against new models, vehicles over three years old do not meet current standards of safety or environmental efficiency. However, the mind set of customers is to purchase a vehicle which will retain a high resale value. For vehicle manufacturers, assembly plants must operate above 80% capacity to remain profitable. Once a vehicle is sold its return under warranty or at the end of life costs money.

End of Life Vehicle (EoLV)

EoLV regulations introduced in Europe on 1 January 2006 require all vehicle manufacturers to take back their old vehicles at no cost to the customer and to recycle/reuse at least 85% of the material. In 2015, this figure will increase to 95%. Similar regulations are being enacted globally where ever vehicle production is a major industry. In Europe, ~10 million vehicles are scrapped annually. The reason why vehicle manufacturers regard this as an additional business tax (despite their protestation to want to be considered as ‘green’) is because the scrap value

of a passenger car is not worth the cost of recovering the materials to avoid landfill. However, the whole position could easily be reversed if law makers within the European Parliament were to legislate that all cars over three years old be scrapped!

A three year Vehicle

Most of the 18 million passenger cars made in Europe last year will be sold a number of times before being scrapped. If this period were to be three years, a previously new vehicle (Class 1) would be returned to the original manufacturer and a cash return made to the customer equivalent to say 30% depreciation pro annum. The vehicle would then be remanufactured and sold (as a Class 2) with full warranties etc., as new, but at a much reduced price compared with the first sale.

After three years this would again be returned and remanufactured into a Class 3 vehicle. At each stage, the transaction would include a proportional cash buyback. Again, after three years the vehicle would be returned to the manufacturer and finally scrapped. However, because the whole process has been built on efficient vehicle design for disassembly and remanufacture, the vehicle parts need not be shredded for recycling but could be offered for sale to other non automotive manufacturers as near to shape preforms. Since every part in a vehicle is fully documented and has a clearly defined audit trail they represent a major source of recoverable value compared with shredding for recycling.

In this way vehicle manufacturers could continuously incorporate the latest developments for safety, fuel efficiency, sensory systems and best practice into all their vehicles. They, and their supply base who remanufacture components and assembled modules would have a constant and sustainable source of new business and maintain on-going opportunities for contact with their

Sustainability for

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the Automotive Industry customer base. All customers would buy new cars and, if service intervals could be extended, might never require attention between purchase and sale (no garage bills!). For legislators the improvements to public health, safety, employment etc., would have a dramatic impact on the quality of life and wealth creation. Prospects for increased local manufacture would result from increased new vehicle production. Additionally, any non regional manufacturer would be obliged to set up a remanufacturing facility or carry out the costs of re exporting the imported vehicle after its three year life.

A possible Automotive Industry Future

The radical nature of a three year car proposal would challenge the mind sets of customers, vehicle manufacturers and their supply chains.

However, the alternative to having the roads of the world clogged with more and more heavily polluting, unsafe vehicles whilst trying to place tighter controls on new vehicles is ludicrous. One hundred years on, the biggest change in vehicle progress is the fact that the people who make them can afford

to buy them in one fifth of the time it would have taken their great grand parents to earn the money to do so. This naturally means that demand for more vehicles will increase as their comparative cost reduces.

Current vehicle design is focused around low cost, functionality and manufacturing. Assembling new components to provide added value is today a one way system which cannot be reversed.

Disassembly of the same product after use incurs cost without adding value. To make a three year vehicle work requires new methods of designing for disassembly and remanufacture. In Europe, this could be a major R&D programme stimulated and funded jointly by, The Commission and the automotive industry. Introduced incrementally, it is perfectly feasible that by 2030, European vehicle manufacturers, their customers and legislators could have a fully operational and sustainable automotive industry; a model for the world. More particularly in the context of this article, the people who could make it happen are the current and future members of ESTIEM. 

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Indoor Tire Testing On Snow A NEW METHOD FOR WINTER TIRE DEVELOPMENT Winter tires make a crucial contribution to driving safety in wintry conditions. The transmission of forces on a snow-covered road is highly significant here. In endeavouring to improve transmission performance in a longitudinal and lateral direction, the tire developer is dependent on measuring methods with the highest possible resolution and reliability.

Nowadays traction performance on snow is tested more or less exclusively outdoors on natural snow. With the meteorological conditions being as they are, reliable winter tests can thus be carried out only at certain times of the year and entail a major expense. To shorten winter tire development times, it would be preferable, however, if snow measurements could be taken the whole year through.

Dr. m覺chael Frey

For that reason a snow test rig for tires was developed at the Institute of Vehicle Technology and Mobile Machinery ( University of Karlsruhe) in collaboration with Continental AG. Therefore the internal drum tire test rig (The test tires run on the inner side of a cylindrical drum with 3.8 meters of diameter.) was modified to test winter tires on lab snow throughout the year.

Among other things, the internal drum principle applied here offers the advantage that different real roadway surfaces can be installed. Alongside usual safety-walk surface it is thus possible for cassettes filled with asphalt or concrete to be fastened in segments inside the drum. Above and beyond this measurements on wet, icy and even on snowcovered roads are possible.

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The encasing of the complete test drum in an air-conditioned chamber allows measurements at a constant ambient temperature over a wide range of temperatures, even well below the freezing point.

The snow needed to prepare the roadway for testing is artificially generated directly inside the air-conditioned test drum. For this purpose a new process had to be developed for producing artificial snow, as test rig space was not sufficient for using the methods usually employed to make snow on ski slopes, for example (where a throw range of approx. 30–50 meters is required).

The new method also guarantees that the snow generated exhibits a consistency similar to natural snow, which is not the case with typical snow guns.

For the present application, a special snow gun that makes artificial snow using tap water and liquid nitrogen had to be developed. The consistency of the snow can be influenced by selection of the appropriate proportions for the individual components used in the mix. The positioning of the snow gun and the production method guarantees that the snow is evenly distributed across the roadway as a solid snow cover.

Immediately after the snow is made, the roadway is covered by very loose snow that cannot yet be used for tire testing purposes. In a further step the roadway has to be conditioned to obtain reproducible measuring conditions. With the help of a likewise newly developed method, a homogeneous roadway is created. The consistency (e.g. hardness) of the snow-covered roadway can be influenced by the conditioning parameters selected, a corresponding combination of compressing and homogenizing operations and the test temperature selection.

In conducting frictional force measurements on rigid road surfaces like safety-walk, asphalt or concrete, there was no occurrence of notable roadway abrasion or wear during the series of tests.

Since the relatively soft snow-covered roadway is subjected to a certain wear during testing. This modifies the characteristics of the snow to such an extent that its impact on measuring accuracy must be taken into account. It was thus necessary to develop test procedures that minimized snow wear,

on the one hand, while at the same time rendering the measurements insensitive to changes in snow characteristics. With help of test methods developed specifically for measurements on snow this test bench allows an efficient performance in tire measurements. It was demonstrated that measurements taken on the internal tire test drum using artificially made snow deliver highly reproducible results under constant conditions (for snow, environment and operation). That proves that this test facility can provide services in investigating different tires, and particularly in comparative measurements of tread compound variants.

A comparison of these lab measurements with outdoor measurements shows a high correlation and underscores the high potential of the test facility for the development of winter tires and their interaction with automotive control systems: • After further upgrading efficiency, this test methodology can be integrated into the winter tire development processes. This provides added potential for shorter development cycles.

• The high test accuracy and the possibility of specific variations in the operating parameters allow a pinpointed study of the traction mechanics physics involved in winter tires on snow.

• Above and beyond this, the weather-dependent preparation of the snow surface allows for a pinpointed study of the impact of atmospheric changes on outdoor measurements. Their influence on traction coefficients, for example, can be investigated and used to complement outdoor tests.

• The test rig also offers the possibility to test the interaction of the new ABS control systems/algorithms and the new winter tire generations with the aim of carefully synchronizing the two technologies.

This test method will not, for all that, replace existing and recognized outdoor tests on snow, if for cost reasons alone. The application will, however, certainly help to enhance the performance capability and speed of modern high-performance winter tires development and ABS control systems improvement and thus constitute a major contribution to enhance traffic safety. 

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F u t u re E n g i n e Concepts Prof. Ulrich Spicher

Gasoline and diesel engines are the most important driving source for road vehicles. The combustion of hydrocarbons forms carbondioxide, which is known as greenhouse gas and contributes to the steady global warming. The far-reaching consequences of this climate change are frequently discussed at present. Besides the ideal combustion products CO2 and H2O also pollutant emissions like NOX, CO and HC are formed, which are regulated by emission standards. For example the limits for HC and NOX were reduced by 81% in the actual EU5 standard related to the 1992 EU1 standard.

After all, climatic and environmental protection plays an essential role for future generations.

The discussion about climate protection lead to several UN climate protection conferences which finally merged in the so-called Kyoto Protocol in 1997. In this protocol the industrialised countries state the self-commitment to reduce the CO2 emissions by 5% related to 1990 until the year 2012. The automotive industry also made several self-commitments. The association of the European automakers (ACEA) intended to reduce the average CO2 emission of passenger cars by 25% to 140 g/km from 1995 to

2008. This corresponds to a fuel consumption of 6 l/100 km in gasoline engines and 5,1 l/100 km in diesel engines. Today it is clear that this target will be missed. The German automakers can even be found on the last positions of the ranking since they make their business mostly with powerful medium-sized or luxury class cars. Porsche for example has a fleet average of 300 g/km CO2 emissions whereas the French PSA group reaches only 150 g/km.

The focus of engine research on fuel consumption and emission reduction has lead to a wide range of new developments in recent years.

Probably everybody has heard of hybrid cars and Toyota Prius. Hybrid means the combination of a combustion engine and an electric engine to one powertrain concept. Advantages arise mainly in city traffic with a high transient part where breaking can be used for energy recuperation.

When driving with higher speeds in more or less steady-state mode, for example on highways or country roads, the higher weight of a hybrid car results in an increase of fuel consumption. The German newspaper „Automobilwoche“ reported in November 2006 that in a 100.000 km test the Toyota Prius reached a disappointing fuel consumption of 6,9 l/100 km. Since 71% is free time

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and holiday traffic which is mainly on highways and country roads, the hybrid car seems not to be the panacea to solve the CO2 and emission problem.

Especially in Europe modern diesel engines have the reputation as high-tech engines providing high torque and consequently high ”driving fun“ with low fuel consumption. In Germany the diesel engine has already reached a share of 50% in the first registration of passenger cars. But, concerning the markets in the USA and Japan the diesel engine only plays a minor role. There, the diesel is still said to be a slow and dirty engine only useful for trucks – an image that an alliance of DaimlerChrysler, Volkswagen and Audi tries to refute by means of the „BlueTech“ technology. With the help of particulate traps and special NOX catalysts the exhaust gas will only contain very little NOX and soot so that the stringent bin 5 emission standard of California will be under-run. A study by J.D. Power prognoses that the share of diesel engines in passenger cars will reach 15% in the USA in 2015.

Gasoline engines are the dominating propulsion system for passenger cars worldwide. The current state of the art like variable induction systems, cam phasers or super charging is not sufficient to meet the future aims concerning the reduction of fuel consumption. The gasoline direct injection

with stratification can and will give a significant contribution to achieve these aims.

The modern history of the gasoline direct injection focused on efficiency increase started in 1996 as Mitsubishi launched the Carisma GDI. Its engine with a so-called wall-guided mixture formation reached a reduction of about 8% in fuel consumption. Optimists already forecasted a possible efficiency increase of 25%. At this time such an increase failed because of the unavailable high-pressure injection technique. It lasted until 2006 when the so-called direct injection of the second generation found its way into production.

DaimlerChrysler was the first to launch such an engine in the CLS 350 CGI running no longer with a wall-guided but a spray-guided concept. With the now available high-pressure injection systems and special outward opening injection nozzles such engines show the potential to reach diesel-like fuel consumption in the near future. Hence, modern gasoline engines with stratified direct injection will significantly contribute to lower CO2 and pollutant emissions. 

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30 events Exploring the Turkish Capital The Council Meeting in Ankara

˘ an BUrÇak GÜldoG

A decision hard to make: To organise a council meeting of ESTIEM. At the moment in which LG Ankara-Bilkent, as one of the most active members of ESTIEM, decided to organise this event, we were aware that it would be very hard. But with the experience and most importantly the ESTIEM spirit, we were sure we would achieve it.

The very first step to start this adventure was to get the right to organise this amazing event. So we started to prepare our application, which was to be held at the CM K2K. As we were doing so, we got more and more enthusiastic about organising the council meeting and right in K2K, we started to work. We took thirty pages of notes about the structure of the organisation that would help us a lot in the future.

After the great news from K2K, it was time to work and in fact, there were many things to do.

First of all, a council meeting needs a big budget so it was time to search for support – for this and other tasks, we were trying to form our organisation team. Both of these efforts were hard to achieve, and we had enough ahead of us. But we didn’t give up and kept on trying. As a result some good news started to come out. First we found sponsors. It was a relief for us, even though their help to the organisation was very far away from being enough in the beginning, it was at least a good start. In summer we worked non-stop and went to the appointments one by one. As a result of our efforts, our budget started to become a considerable one. In addition to that, we started to design our website and most importantly the logo of the council meeting.

As the new semester in Bilkent started, we had two more months ahead of us with many things to do. We had a plan, we had worked hard already but there were still many tasks waiting to be finished, so we needed a big team. We made our first meeting in our local group and more than fifty people crowded the room to help us. It was a shocking and a happy moment for us. Now we had a great team to work with. Two months before the council meeting the workload was getting bigger. We were arranging companies to support us such as

McKinsey, TEB, Ülker, Bosch (ESTIEM Partner) and many more. Besides this, we were busy preparing the name-tags and booklets, as well as finding suitable places to have our dinners and parties and most importantly we were trying to get our university’s support. That support was hard to get and only possible after long meetings with the president and the vice presidents of the university, in which they learnt what ESTIEM is and saw “the big picture”. After convincing them, they were very eager to help us accommodate the ESTIEMers coming to the CM (about 170 participants). As a result they arranged four buses for us (fully operational during the days of council meeting), they arranged lunches and supplied the General Assembly room as well as the Working Group classrooms. It was great for us to have this support from the Bilkent University.

After all, bells started to ring. The “week” had come. Thirteen months of work done to have this event perfectly organised: As the Board came to Ankara the ultimate challenge, the unforgettable week, started for us.

Two days before the CM, the ESTIEM Board arrived. They came to Bilkent and worked there.

We talked and had a great time with them. In their free time, they went to parties and spent time at their hosts. The next day, the Project Leader and Committee Leader meeting took place in the hotel. They worked together and after the meeting had fun going crazy at the dinner place.

The following day, Thursday, was the arrival day of the council meeting participants. Our organisation team was there early in the morning and started to take the registrations of the guests in the hotels. At the same time, the people who were registered could get into their rooms without any effort and rested before the coming tiring five days. Nevertheless, the organisation team continued to work hard, we were aware that the first day was going to be the hardest and we kept our motivation high. During the registration, the PL/CL meeting continued until the first dinner of the council meeting. All the participants went to the Rollhouse, a place in which you can dine

and also play bowling, pool, dart, and computer games – and of course have some drinks. We had some pizzas, French fries and beer there. The council meeting had officially started. After the dinner we played several games, and sang our ESTIEM songs many times, which gave us an unforgettable bowling competition. Later on we returned to our hotels. The night went on for the fit ones while those who were tired from the long journey to the Turkish capital could have a rest.

The next day in the morning everybody went to the university for the first GA session. The president of our university made the opening speech and we sang the ESTIEM song. Until lunch, the council worked and the Board gave their reports. We had lunch at the university, after the presentation of the Turkish Economy Banc (TEB). In the afternoon, the General Assembly continued and one of our sponsors, McKinsey, made an interesting lecture, after which we went to Quick China (one of the greatest restaurants in Ankara) for dinner. We tasted very delicious Chinese food in a nice place. Later we went back to the hotel to prepare ourselves for the night activity at TUTAV (Promotion Foundation of Turkey). The TUTAV party was totally arranged by the organisation team with 1-Euro-beer, fantastic music and a great atmosphere. It was very rewarding for the organisers to see many ESTIEMers holding a poster with the message “Best Party Ever”.

The first Working Group session took place on Saturday morning. In more than fifteen rooms, our participants worked until lunch.

After having lunch we had a city tour. The first stop was Anıtkabir, Atatürk’s (Founder of Turkish Republic) Mausoleum. We showed him our best regards with a political military ceremony. It was a very important moment for ESTIEM because such a ceremony can be hold only for respected communities in Turkey. In addition to that, it was a very emotional moment for us to see people from all over Europe in front of Atatürk, whose best wish for the world was brotherhood of different races and peace.

WHAT DID YOU MISS IN ANKARA? • Bowling night • Raki (milk of the lions) • Belly Dancing • Traditional Fasıl night • “Best Party Ever” • Nargile (water pipe) • An amazing gala dinner • Many after-parties • Turkish hospitality

EVENTS

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After Anıtkabir, some people went to the hotels for a small rest while others stayed in the city for more sightseeing. They went to Atakule, which is a very long tower with a great view of Ankara. That evening we had dinner at a historical place, Ankara’s Castle – but it wasn’t only about dinner. It was a traditional Turkish night: Fasıl. During the night we had our famous drink Rakı (milk of lions) and a performance by a traditional belly dancer. Inspired by this lady, some ESTIEMers started to show their skills in belly dancing. After the Fasıl, we returned to the hotels, for some of the participants to get some sleep and the others to prepare themselves for the social activities of that night.

On Sunday, after breakfast, the second GA session started. The candidates for Project Leadership of the Summer Academy and Vision as well as the applicants for the Board 2007 were on the scene. In the evening, we went to a place called Balcone for dinner, their speciality is its

nargiles (a traditional water pipe). After the dinner and some nargile joy, we went to a place called Gölge (Shadow) for the party.

The last day of the council meeting was on Monday and the third important GA session took place the entire day, including the elections.

Before the voting results were presented, we had the chance to show the council our budget. It was very satisfying for us to report our successful finances, for which the council applauded us continuously for several minutes. After the results and the handover of the board, the General Assembly was over but not the council meeting. It was time for an amazing gala dinner. The closure event took place at the Ankara Palas (Ankara Palace) a place usually reserved to have special dinners with Heads of State from around the world. It was a notorious location, as the Bosch representative mentioned in his speech, and we had one of the greatest gala dinners. At the end of the dinner, the Board 2006 gave their presents to the new Board and the participants from different local groups gave their presents to us. It was very fulfilling to hear those words of appreciation and the congratulations from the participants.

We continued the night with the last party.

Everybody was very happy with the event and celebrated the end of a wonderful week.

Furthermore, some volunteers got the chance to sing karaoke.

By Tuesday, the council meeting was over.

We were very tired but also proud and happy. It was great to organise the most important event of ESTIEM, and it was very enriching to spend a week with 170 great people form all over Europe.

The most gratifying thing at all was to see those people going back home with a smile on their faces after having visited our country. All the effort was worth it! 

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events EVENTS

Post-CM Bogazici

From 23 countries around Europe, over 170 well-motivated people bring their good mood and excitement, share ideas and knowledge with others and have a great time. During CMs, people have the chance to see and get to know more about the hosting city and country, and also have the chance to get to know each other. But for some, this is not enough, so their next stop was the Post-CM Istanbul. Istanbul, with 15 million inhabitants, hundreds of years of history, being the capital of many different civilizations and in the intersection between Europe and Asia, was a great place for ESTIEMers to have fun and get to know the Turkish culture better. So, the PostCM was born with the motto: “Let’s meet there, where the continents meet”.

After a six-hour bus trip from Ankara to Istanbul we finally arrived at the “South Campus”.

Right after having some snacks while sitting at the campus park, people started to play RAP (Real Adventure Playing), which was a game to gain orientation in our university. Then it was time to go to our hostel. Probably then, everyone could notice how the traffic works in Istanbul, since we were the victims of traffic jam while our bus was going to our hostel. During registration, participants got their “Welcome Packages” which included lots of things that were a part of the Turkish culture, such as nuts, Raki and CDs full with Turkish traditional songs. The dinner was very impressive; more than we all expected. It was a good reflection of famous Turkish cuisine

with appetizers, kebab and dessert. Later, it was time to party, despite being very tired as a result of CM; it was quite fun to dance to the live music performed by the Bogazici University band.

At the following day, we took time to explore Istanbul. We had to leave our hostel early and our first stop was Hagia Sophia, one of the best known monuments in Istanbul, which used to be a church before the reconstruction, after the conquest of Istanbul. It is almost an obligation for a foreigner to visit Topkapi Palace during one’s visit to Istanbul. The jewellery of Sultans, which is now presented in the museum of Topkapi is also very impressive. Moreover, we had the chance to see the panoramic view of Bosphorus from that palace on a bright day. Then we had our lunch in the middle of the historic peninsula of Istanbul.

After the lunch break we went to the Grand bazaar for shopping. Most of the people found something interesting to buy but at the same time, learned a Turkish custom of “negotiating with the sellers”. We had a little walk through Karakoy to drink through the water pipe before dinner. That evening, we also had a great dinner. Then only few hours were left to enjoy; we were getting closer to the end of the event. For the ones that left Istanbul the next day, the last night’s party was an excellent opportunity to enjoy themselves a little more in Istanbul before leaving.

On behalf of Bogazici we would like to thank all of the participants who gave our LG the chance to experience the ESTIEM Spirit. We are hoping to see you again in another ESTIEM event. 

Ürün Cakirca

Twice a year, ESTIEMers meet at the Council Meetings in order to shape the future of an unique network.

EVENTS

34

Enschede LUUK VAN STEK

“Goodbye, hope to see you again some time!”

With those words the TIMES SF 2007 in Enschede came to an end for us. Obviously there was some work afterwards, like writing this article, but with those words my life went back to normal after four amazing days.

It all started a long time ago when we decided to organise a TIMES Semi-Final. We had just changed the ESTIEM team in Enschede and we had no experience in organising an ESTIEM event bigger than a Local Qualification (LQ). So everyone was excited and curious about how the event was going to turn out.

The beginning was quite hard because we didn’t really know what to do and how to do it.

But as time went by, things came together. I don’t want to bother you too much with the organisation so I will go on with our Semi-Final.

Tuesday the 13th

This was a day to relax a little. After breakfast we went to Grolsch, the beer brewery in Enschede. Here we got the opportunity to taste some beers and to take a look at their new factory.

In the evening we had dinner and teams could play pool or go to the casino.

Wednesday the 14th

The second case took place, which was again Dedicon, but this time about the company’s organisational structure, culture and internal communication. At the end the battle was between the teams of Lund and Berlin. Berlin turned out to be top end and became the winner of our Semi-Final.

Sunday the 11th

That was the day of the arrivals of the competing teams. We were all anxious to meet everyone and at about 5.20 pm the first team arrived at the train station in Enschede. We picked them up and brought their luggage to the place in which they stayed. Then, we went to a cafe nearby the station where we waited for the other teams to arrive and got the chance to know each other a little better and to explain the schedule for the following days.

At the end of this first day everyone and everything was safe and sound at the place where they slept, except for some luggage that went missing during the flight to Holland (later on, the luggage did arrive).

Monday the 12th

The first case started at different times for the teams, namely 20 minutes apart from each other, as scheduled. The case was about the market approach of Dedicon. After four hours of hard work each team had to present their solution in front of our jury. In the first day the teams from Berlin, Lund and Linkoping had given a very good impression. To get their minds off the cases, we went downtown to get something to eat and a few drinks.

TIMES

Later on, some of the teams went home after the announcement of the winners. We had the last dinner with the remaining teams and then it was already time to say goodbye.

When I look back at it, it was all over in the blink of an eye but I really enjoyed it. Therefore I want to thank all the teams and of course, the other members of LG Enschede. I hope the teams also enjoyed their stay in Enschede. And to the team from Berlin: Congratulations and good luck at the final in Lyon. 

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LOUIS RIBET Two years after hosting the last SemiFinal in Grenoble, this great experience was renewed, granted through the CM in Porto (2006).

Let’s get started! Again.

Grenoble

The first step was the search for sponsors and it was no piece of cake! After a few weeks of searching, we were getting desperate because none of the companies we contacted had enough time or money to make a case study for us. We put forward several sponsorship ideas for our SemiFinal during one of the school’s sponsors meetings with the school board. Luckily, some of the contacted companies seemed very interested and they became our main partners for the Semi-Final: Bausch&Lomb and Siemens both provided us with very interesting presentations about the Lean Manufacturing, while SEB and Hewlett-Packard prepared the case studies.

TIMES Tournament. Indeed, it helped us to give the Semi-Final juries the feeling that TIMES is an enriching event for all and encouraged them to get involved.

Having that done, we had to deal with the actual week of the tournament. The accommodation part was no big deal; thanks to many recent ESTIEM events organised in Grenoble, we have developed a strong network of hosting students. Only the arrival of the teams was a minor problem.

From a free time point of view, we welcomed our Semi-Finalists on Tuesday with a Pizza Party in our cafeteria and then headed out to a pub for a drink. The following days held the opportunity of

6 t h t o 10 t h o f F e b r u a r y 2 0 0 7

Semi-Finals Nonetheless, the search for the case studies was quite hard. Luckily, HP immediately agreed to contribute with an original case study, which took place on Friday. This study was the result of a team work including HP, professors and the Local Group. Thus the result was in accordance with the TIMES’ and company’s needs, as well as satisfying the intellectual curiosity of the professors involved.

The other case was provided by the SEB Group.

As for the competition itself, the members of the jury were corporate managers and professors. They fulfilled all of our expectations and were very professional. We think that our Local Qualification and its organisation played a major role in the public opinion of ESTIEM and the

tasting local dishes, such as a huge all-you-can-eat raclette – a special meal with lots of cheese -–or visiting friendly places, like the sandy-floor pub.

Thursday was the day for the presentations, which were followed either by a shopping or a hiking afternoon.

After the last and complete debriefing on Friday, the results of the Semi-Finals were announced: 1st Karlsruhe, 2nd Lyon and 3rd Porto.

The Gala Dinner in a posh French restaurant was followed by a last night out in the town, to celebrate the end of a great time!

Local Group Grenoble would like to congratulate the winning team, and to the rest: thank you very much for taking part in the TIMES. 

EVENTS

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Activity Week Karlsruhe Christmas in the Heart of Europe!

julıan schıffner

Back in May 2006 LG Karlsruhe was thinking about what kind of event they would like to organize for the winter 2006. The local board at that time decided it would be a best to do a small event, like an Activity Week for a change.

But “small” is quite relative. It turned out, the task required 20 hard-working students and six months of intensive preparation. That team was lead by Johannes Tiesler to a great success!

By the beginning of December 2006 everything was ready and the participants could arrive. Everybody found his or her way to Karlsruhe by December 6th. It was a nice mixture of eight different countries, with the largest group represented by the Dutch. The following five exciting days started off on St. Nicholas day. While getting to know each other, the participants enjoyed a presentation to help them to overcome the cultural shock. The welcome night lasted quite long.

dedicated our concentration on a second lecture held

by Dr. Torsten Bahke, director of the German Institute of Standardization (DIN), about the “Significance of Standardization for the Economy”. After that lecture, everyone used the free time to visit the Christmas market or look around the city. On that night people were awaiting the highlight of the week: the legendary Tram Party! During a tram party, about 150 people drive around the city in a tram having drinks and dancing to music.

On Saturday we left for Heidelberg, a very traditional city with the oldest university in Germany. We had a guided city tour, climbed up to the old castle, and visited the Christmas market. Back in Karlsruhe we played a fun German Christmas game called “Wichteln”.

For this occasion, everyone brought a small present, which was wrapped and put on a table. By rolling a dice, anyone with a six could unwrap a present. This way everybody got a present from an unknown person. During On Thursday, everyone met quite early on the that game it was amazing to feel the real ESTIEM Spirit: university campus. The programme began with a lecture Everybody present was singing and laughing and creating about “Renewable Energy” by EnBW, one of the biggest an amazing positive atmosphere. Therefore it was no energy suppliers in Germany. In the afternoon we left wonder that everybody felt sad, saying “Good Bye” the Karlsruhe to visit the French city Strasbourg. After see- next day and promising each other to “see you around ing the city centre with its beautiful cathedral, we expe- Europe” rienced the European Parliament through a guided tour.

As soon as we arrived back in Karlsruhe all participants During the AW the participants experienced three started partying at a disco, where some participants cities and their way of celebrating Christmas. Judging by from the Bosch workshop joined. the faces, all participants learned something new about Europe. No matter if they celebrate Christmas at home, The next day started with lectures as well. The first it was quite fascinating for everyone. It was amazing to lecture was held by Mr. Roman Bermejo, a plant mansee European students having a good time together and ager at Procter&Gamble, giving a company presentation get accustomed to each other’s cultures, which aren’t so and quite a lot wordly wisdom. In the afternoon we different from each other as they seem to be, after all. 

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EVENTS

FREE Vision Dortmund But why?

LG Siegen risks life of 20 ESTIEMers and approximately 15 kiddy coal miners.

Jan Knizia

others technology for showers and bathing, presented their factories and production systems. After a short visit to the television tower of Dortmund, to see the Even though Dortmund is not famous for its great city from above, the participants enjoyed themselves November-weather some ESTIEMers found their way with some food and free time accompanied by a to the Vision seminar titled: Saving resources by apply- beer. In the evening everyone had a great time in the ing logistics. As usual for ESTIEM events, one week “Keller”, which should already be well known to some enhances your knowledge on certain topics and your ESTIEMers personal life while finding friends, undergoing advenThe Thyssen trip the other morning was very tures with them and laughing about those adventures. interesting, sadly the author could not participate.

The passed week has been very “effitschäntzly”.

But therefore the following afternoon at the coal mine There have been many facts learned from different “Nachtigall” was revealing. LG Siegen had a break down participants, such as cheetahs really being predators, with the wooden bracing of the old mine. But the companies in Dortmund using “Bürobuildings” and sec- intimidated students got along with these drawbacks, tor ‘A’ always being clear. by following the instructors advises and trying to form On the first of the five joyful days, our fellow a triangle with their hands.

ESTIEMers travelled in. With the first great surprise On Saturday most of our guest sadly had to leave of LG Clausthal finding its way to the youth hostel Dortmund. But LG Novi Sad, Illmenau, Linkoping and and the pub without and help of the organisers. After Famagusta joined the author and two other football the first night, the lectures from RWE, VISTEON enthusiasts to see Borussia Dortmund win against and a Professor took place. Later on, the participants Wolfsburg in the 90th minute with a score of 1:0. could enjoy the evening program in the city centre.

Concluding the event has been a lot of fun to the orLuckily the end of November was the time, when the ganisers and we hope to be able to host our guests again Christmas market in Dortmund opened its Glühwein next year.  stores next to the biggest Christmas tree in Europe.

“Honi soit qui mal y pense”.

The following Thursday morning was a small shock to the fellows who have not yielded the tempo of Vision Dortmund yet. WILO, a company supplying among

events EVENTS

38

Vision

B2BThe adventure

Brussels and Berlin. Two of the biggest capitals in Europe. Ten days, not a lot of sleep, interesting topics and fun.

Nıcolas Reese

This is my last year in ESTIEM, and I had never participated in a Vision seminar. I definitely had to, so I checked the possibilities, and B2B flashed into my eyes. This was it; I couldn’t miss this opportunity. So I made it possible with my university, my project mates, and I booked my tickets. Too late to step back.

I must say that the atmosphere when I arrived in Brussels was amazing. Totally relaxed organizers, I was given my arrival package and a very nice welcome. Besides, as being the only “B2B”, participating in both visions, I was the baby, THE B2B. After a while, people from Brussels just called me B2B. The wonderful LG Brussels brought us to great seminars during the day and amazing parties during the free time. We had a visit to Fost plus, the company taking care of the waste in the city of Brussels. We also had a very interesting workshop about recycling with Fost plus. Afterwards, we had the chance to learn from two Professors about the technical point of view of waste processing. Of course, this is not all, we had a full week of activities, and no time to rest if we wanted to profit from the city, the Atomium, the Manneken Pis, the Grand Place, Belle-vue Brewery, Bruges, and an unforgettable walk down the streets of Brussels, following about 10 000 students to celebrate the Saint V. Then, the nice organizers took care of me and sent me to Berlin by bus (generally uncomfortable, but surprisingly I slept the whole way!).

Arrival in Berlin: change of city, change of architecture, but always the same atmosphere and enthusiasm that make us love ESTIEM. There I was surprised to find a Turkish friend of mine whom I met a year before in Lyon. This 2nd week was also full of interesting visits, free time, sandwiches and interesting people. LG Berlin let us discover the Berlin life during a week, the Reichstag, Bode Museum, Potsdamer Platz… I also had a great time with Polish people and their local traditions, with the French Connection from Grenoble, and of course with ESTIEMers from Berlin!

Not only were the parties great, but so was academic content. We have had a large view of the waste management, which was the general topic for both Visions. We went to visit a lot of companies, especially in Berlin (mainly water supplier and solar energy cells manufacture,).

That content brought me a lot, which I actually use during some of my courses this year.

Ten days was quite long, indeed, and it is hard to get back to lectures afterwards, but I survived it, and I still had the power not to sleep the last night, just before taking my plane back (which I almost missed!). So this first experience was a success to me, and I think the project could be tried again next year.

Thanks to Helena and Jens, the projects leaders, thanks to both LG Brussels and Berlin, thanks to my hosts Krilin and Dine, thanks to ESTIEM for all the good memories that I won’t forget. 

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RESPONSIBILITY IS KEY )F YOU TOO THINK INTERNATIONALLY AND WANT TO HELP ENSURE RELIABLE ENERGY SUPPLY ON SITE COME JOIN US 4OMORROWĥS ENERGY MARKET IS WAITING FOR YOU Ĩ WWW EON SUCHT INGENIEURE DE

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Why are so many IEM students ESTIEMers?

Find out!

There is no better way of finding out, what ESTIEM is about, than joining the Local Group at your university!

You’ll find that all the activities so much talked about in this magazine are great fun, while being a priceless learning experience for your personal development and future career. Participate in TIMES, organise a Vision and make friends with students from all over Europe – there are more than 4 000 students at 65 universities in 23 countries to choose from :-) !

Cross boundaries. Discover Europe. www.estiem.org

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EVENTS

Bosch estıem workshop

The workshop began in the afternoon and we were warmly welcomed with a nice Christmas present: a Christmas hat. This festival atmosphere lasted for the whole two days. So the workshop started with a presentation about technical sales which was quite informative and interesting.

After that the experience exchange and the discussions with five trainees from the Technical Sales and human resource gave us the opportunity to get to know the whole idea of the Bosch trainee program and an insight in their day-to-day life.

After installed at a hotel next to the city centre in Stuttgart we went to the Christmas Market.

If you have never tried a German “Glühwein” (hot wine) you shouldn’t miss this occasion. We wore all our Christmas hats with a cup of hot wine in our hand; the situation was so wonderful that I felt like being in a big family.

Afterwards, we went to a restaurant to have a real Swabian (Swabia: area around Stuttgart) dinner. The menu was delicious and we had the possibility to exchange thoughts with the Bosch employees. To this time the ambiance reached its climax. Afterwards the night wasn’t finished so we went to a pub to continue the discussions among us and with several Bosch employees.

The following day in the morning, we went to Feuerbach to make a factory tour. There we visited two product lines of the injection pumps of the common rail motor.

Finally, the case study, the part we have awaited for a long time, began. Every group was composed of six ESTIEMers and we had two hours to show our ability to solve the given case. The subject was about quick savings in the Automotive industry and we should equally analyse the structure of suppliers and competitors for Bosch, choose the best option for the quick savings and find out countermeasures for quick savings. After these two hours we had a presentation of ten minuets and a question session of five minutes.

Thereupon the Bosch trainees showed us their solution how they handled the case study which was a real case. Afterwards we had the possibility to give our feedback to the workshop and the organization. Additionally, we will have the opportunity to get a personal feedback of this workshop as we were observed during the case study.

Unfortunately this was the end of the workshop and by tradition we closed our meeting with the ESTIEM song.

So have you ever tried to find out the solution to such tasks with people you didn’t know very well (besides their behaviours during the parties)? Have you ever tried to work so generally with very little data? Have you ever studied in such a big presentation room with international students?

If one of the answer is no, what are you waiting for? Apply for the Bosch-ESTIEM workshop next year otherwise you will regret it. 

Xiaofeng Shao

Once more the Bosch-ESTIEM workshop was held in Stuttgart/Schillerhöhe which is an inherent part of ESTIEM’s program since 2001. During the 6th and 7th December, 30 ESTIEMers from all over Europe got together at the headquarters of Bosch to participate in this event.

PROFESSIONAL

42 PRofessional Driver Assistance Systems Gain Acceptance The Vision of an Accident-free Future draws Closer It is scarcely still possible to imagine a car for tomorrow’s traffic that does not incorporate driver assistance systems. They are being fitted to more and more vehicles, and the first systems are becoming standard equipment. There are many reasons for this. Foremost among these is ever-increasing traffic density, which leads more and more frequently to critical driving situations.

The “human factor”, however, remains the greatest risk. Statistics point to “mental factors” as the most important cause of fatal accidents. For this reason, assistance systems support the driver in a wide range of driving tasks, and can be a help in critical situations.

The Bosch Group is a leading global manufacturer of automotive and industrial technology, consumer goods, and building technology. In fiscal 2005, some 251 000 associates generated sales of 41.5 billion Euros. Set up in Stuttgart in 1886 by Robert Bosch (1861-1942) as “Workshop for Precision Mechanics and Electrical Engineering,” the Bosch Group today comprises a manufacturing, sales, and after-sales service network of more than 280 subsidiaries and some 13 000 Bosch service centers in over 140 countries.

Additional information can be accessed at www.bosch.com.

The Future has already begun

A whole range of such systems has long been at home in the car. Around every fifth driver today chooses the option of an ultrasonic parking aid when buying a new car; these sense the vehicle’s immediate vicinity and warn of obstacles.

In premium-class cars, ACC (Adaptive Cruise Control), which automatically regulates the distance to the vehicle in front, is an option that is gaining in popularity. This intelligent speed controller observes the traffic, and adapts the vehicle’s speed to the traffic flow. The car therefore automatically maintains an appropriately safe distance to the vehicle ahead of it. It accelerates to the speed the driver has selected as soon as there is no longer a vehicle within the range of its sensors.

Since 2005, the active infrared Night Vision system from Bosch has been a helpful accessory in Mercedes S-Class cars. It makes driving in darkness safer and more comfortable. Drivers have a better view of the road ahead of them, can see other vehicles or possible obstacles at a distance of up to 150 meters, and can therefore recognize and react to critical situations more quickly.

Other systems will soon be introduced as standard equipment. The enhanced automatic distance regulator ACCplus, which automatically maintains the appropriate distance to the vehicle in front even at speeds from 30 kilometers per hour down to a stop, is one example. This makes the ACCplus an important aid in difficult, stop-go road conditions and in traffic jams.

The crash properties of new door concepts can be intelligent parking aids will come onto the market from 2007. In the first stage, they will make parking easier by giving clear recommendations, permitting the driver to manoeuvre easily into a parking space. A more advanced version will employ an electronically controlled power steering system that converts the computed steering motions directly into the movements the steering wheel has to take – the driver only has to apply the accelerator and brake.

The Vision of an Accident-free Future draws Closer

In critical driving situations, fractions of a second are often of crucial importance, deciding whether a traffic accident happens or not, or how

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serious any accident is. With the aim of avoiding rear-end collisions in particular, Bosch is developing its driver assistance systems further.

While they have until now primarily been oriented toward convenience, they are now to be developed into predictive, active safety systems.

These Predictive Safety Systems (PSS) enable the vehicle to react more quickly to dangerous situations on the road ahead. It is the interplay of established safety systems such as ABS, ESP, or the brake assistant with ACC sensors that is providing this higher level of safety.

At Bosch, the development of PSS is divided into three categories: the Predictive Brake Assist (PBA) system has been on the market since March 2005, in the Audi A6. Based on the information provided by the ACC sensors, the system recognizes a critical traffic situation, imperceptibly brings the brake shoe close to the disk, and prepares the brake assistant for the possibility of emergency braking. This saves the important fractions of a second needed to develop full braking force when the driver presses the brake pedal. The combination of the driver assistance system and the driver’s reaction significantly reduces the braking distance.

the brakes. PCW will go into series production for the first time in the Audi Q7.

The Predictive Emergency Brake (PEB) is the third category of PSS. In addition to long-range radar, it will use an additional sensing system, preferably a video sensor. In addition to the functions offered by the PBA and PCW, the system is capable of automatically initiating emergency braking when necessary. This function will only be activated, however, if the driver has not reacted, or has only reacted inadequately, to the previous warnings, and a collision is unavoidable.

The automatic emergency braking will generate the maximum possible vehicle deceleration, and will therefore minimize the seriousness of the accident.

Increased Networking of Systems

Future assistant functions will arise from the close networking of both active and passive safety systems with predictive driver assistance systems.

Bosch has coined the term Combined Active and Passive Safety (CAPS) for all these projects.

CAPS is tapping further potential for minimizing the risks of accident and injury: it prevents and reduces the severity of collisions at the front of the vehicle, and supports the driver in dangerous situations that might lead to collisions at the side Bosch calls its second category Predictive Collision Warning (PCW). It goes one step fur- or the rear, to multiple crashes, or to the vehicle ther than the PBA, warning inattentive drivers of rolling over. The sensors used in these systems the possibility of a rear-end collision, so that they will, in addition, be exploited to improve passive safety and provide better protection for pedestristill have time to react; and can in many cases ans.  avoid a crash. The system may, for instance, do this by initiating a small yet detectable jerk from

PROFESSIONAL

PROFESSIONAL

44

From the Innovative Instrument Cluster to the Portable Lucca Our “Car Multimedia” business is characterized to an ever increasing extent by the fast pace of innovation with rapid developments in the fields of consumer electronics and telecommunications in particular as well as the increasing convergence of infotainment components with vehicle electronics. .

Premium Instrument Clusters For Driver Information

In the original equipment industry for automotive manufacturers, we are currently working on completely new solutions for driver information in display and navigation technologies. Our competence in instrument clusters can already been seen today in the cockpits of upper-class and luxury vehicles, in Maybachs, Bentleys and Cayennes, for example, and in the VW Phaeton or the new SClass. The system for the S-Class presents a wide range of functions, each adapted to the driving situation at hand, on an 8-inch TFT display. The image produced by the night vision system appears on the display along with the more familiar speedometer and vehicle messages, which are shown in the driver’s native language.

Multimedia systems: Dual Architecture looks forward to the Future

We invented a fully new concept for multimedia systems in the field of driver information and first suggested it to automotive manufacturers three years ago: dual architecture. We designed

this new system on the basis of two criteria: first, on the data safety that is absolutely vital for invehicle applications, and second, on its openness for future features. Dual architecture will provide us with a forward-looking platform for the next multimedia system generation.

In comparison, our aftermarket solutions include digital tuners and memory media in greater variety than ever before. In other words, we offer innovative technologies with high user benefits very quickly for the aftermarket as well.

However, because we want to make multimedia available in already fully-equipped vehicles in the future as well, we also offer options to connect the ever-smaller portable devices in the vehicle.

That’s exactly what we understand by the term “Automotive Connectivity” – and as one example, that means being able to connect an iPod with the vehicle system.

Navigation in all Segments: Portable, Radio Navigation or Stand Alone

Navigation is making its way from the premium product class into the mass market. Following the introduction of our EVA (Elektronischer Verkehrslotse für Autofahrer – Electronic Travel Pilot for Drivers) in 1982, the first turn-by-turn route guidance system, vehicle navigation has become increasingly less expensive thanks to new technologies, continuously updated digital maps and highly integrated components and now exhib-

45 Navigation Display

PROFESSIONAL

Headrest monitor Vehicle antenna Car Radio Amplifier

DVd Changer

its attractive market prices Car that amount to approxiSpeakers mately one eighth of the price for the first European navigation system, the TravelPilot IDS from Blaupunkt, which went into mass production in 1989. And thanks to the use of current traffic information, which can be used in electronic form, the navigation technology of today also enables dynamic route guidance. We already played a leading role in the start of the Traffic Message Channel (TMC) at the beginning of the 1990s. Together with a partner, Blaupunkt invented and specified TMC. Today, TMC is a standard feature in conventional vehicle navigation at Blaupunkt and allows users to navigate their way around traffic congestion during route guidance.

Our recently updated range of products now offers four innovative solutions: The TravelPilot EX-V, a high-end system equipped with a 16:9 color screen and a digital map of Europe on DVD; The TravelPilot Amsterdam, a navigation radio that will tap into new customer groups with its attractive price and functional design; The TravelPilot Rome, the first navigation radio that visualizes the road geometry at intersections on the colour display. This car radio stands out with its elegant front design, is equipped with particularly convenient, intuitive operation and completes a route search more reliably and precisely than portable navigation devices, for example.

Subwoofer CD Changer

Navigation Computer

Portable and Flexible: the Lucca stimulates Business

However, we also offer a solution for those users who can’t or don’t want to use the standard installation compartment in the dashboard to retrofit a navigation system. The TravelPilot Lucca is a portable device that can be easily mounted on the windshield or dashboard. It has already received very good ratings in terms of operating ergonomics in test reports. The Lucca MP3 is also capable of dynamic navigation when TMC digital traffic information, which is received by the Blaupunkt car radio, is taken into account in route calculation.

The TravelPilot Lucca also reaps the benefits of our long years of experience in the development and production of components designed for in-vehicle use and has been designed to operate reliably, even under less-than-perfect in-vehicle conditions. After all, we all know that devices designed exclusively on the basis of consumer electronics standards cannot be used in vehicles. Resistance to vibration or electromagnetic compatibility are just two examples of environmental influences that we anticipate and analyse in complicated laboratory tests as well as under realistic conditions on the road. 

PROFESSIONAL

46

Big Macs and Luxury Cars OZAN EFE ERTEM

If you think luxury cars are machines built solely for comfort, speed and sheer driving pleasure; you are wrong. They are, in fact, sinister tools of macroeconomists to provide yet another indicator for their endless analyses…

Just like Big Macs.

dreaming about owning such a car some day. It became obvious that the luxury cars’ existence depended on unequal income distributions in countries. There I had my new Gini index.

Let’s take my home country, Turkey, as an example. If there was a perfect income distribution, every house could afford a moderate motorcycle, yet the cars parked at the (in)famous Bagdat Street are no different than those cruising the Champs Elysees. So how can people afford a 180 000 YTL car? The answer is in uneven distribution signified by the Gini Index. Charles Williams of the Post and the Courier 1 offers the estimation that a household would need an annual income equal to triple the cost of a luxury car to be able to purchase one. The Gini index of 0.40 in Turkey, some census data and a decent amount of number crunching indicates that about 17 000 (0.1%) households in Turkey should be able to purchase a luxury car 2. “Achso!” as a BMW analysts would say…

The Economist is perhaps the most reputable newspaper/magazine dealing in economics. It is also known for the surprisingly clear and understandable language it uses when explaining complex macro economical situations (as far as such a thing is possible). One such attempt in their history is related to Big Macs. Instead of embarking on complex calculations for ppp (purchasing power parity) they simply compared the price levels and currencies of countries to each other via the price of a Big Mac and dubbed it the Big Mac Index. The underlying assumption was that the clever business division of McDonalds would try to price the Big Mac just so that it would be equally accessible everywhere – with that everywhere being most major countries in the world. It Things get more interesting when one turns probably made some economists around the world things around and realizes that tedious Gini Index grunt in disgust but it served the purposes of an calculations of economists finally have some use to engineer such as myself just fine. them: the Gini index is a good indicator of luxury car sales. A recent confirmation to this hypothesis It was about a year ago when I realized somecame from China. It is no secret that while the thing similar in luxury cars. It is hard to set the coastal provinces (that recently had a boost in boundaries when talking about what is a luxury prosperity) now indulge themselves in exquisite car and what is not. I offer the definition that Sushi; farther inland, rice is still pretty much the luxury cars are those superior in comfort and performance to most of the other cars on the mar- only thing available. As it turns out, the Chinese ket, priced accordingly and thus, out of reach for car manufacturers of the miraculously (and permost customers. That puts you at the $100 000+ haps ridiculously) priced cars realized that people zone in the US. The realization came while I was need something faster to drive to the new Sushi

Purchasing Power Parity (ppp) It is a tool of economics to equate currencies to each other. The cost of a standard basket of goods in the native currency of a country is compared to the cost in another country. The resulting exchange rate is an alternative to the market exchange rate. It is often used to compare the economic indicators of countries to each other and usually offers a more stable indicator than the market exchange rate.

47

On the other hand stands the World Bank’s thick World Development Report for 2005. It pleads for a more even income distribution both globally and nationally and cites the level of inequality. The confirmation to the hypothesis comes from the manufacturers who undoubtedly capitalised on this in the same year. The Volkswagen group unveiled the 1001 bhp Bugatti Veyron priced at 1 000 000 Euro where as Steve Saleen of Saleen confidently remarked to Autoweek “The Future is 750 bhp” 5.

It is ironic that the epitome of mankind’s creative genius only exists in “adverse” conditions for

Acknowledgements Many thanks to my dear instructor Ercan Erkul, who never gave up on convincing me that economics can be understandable, useful and even fun.

world distribution of gini index 1988 and 1993

1988

0.5

1993

0.6

Gini Index of Households

place. The recent auto fair in Beijing heralded a change in the Chinese car manufacturers in this direction. Companies such as Cherry and the Great Wall showcased designs that were – for the first time – unique both aesthetically and engineering wise. While they are far from anything close to a Grand Touring car (and most look like Michael Jackson was designing them after his own image), there were some promising roadsters among as guests conceded. It was perceived in most circles as the foundations of China’s high end car production. Foreign manufacturers in China are also having a good time. While 2004 was a slow year as far as growth of sales was concerned, 2003 was so good that it exceeded even the most optimistic estimations. Audi increased its sales in China by 70% where as BMW scored a whooping 176% sales growth 3. The ripple effect is still keeping expensive car makers happy. This effect of income distribution inequality will be further compounded if and when the large savings rate China reverses as the Economist forecasts 4.

PROFESSIONAL

0.4 0.3 0.2 0.1

W. Europe N. America

Asia

S. America

Africa

E. Europe FSU

mankind in general, but that is an entirely different topic. Therefore, here is a bit of sound advice so that you don’t end this page feeling entirely unenlightened. Regardless of the similarities between Big Macs and luxury cars, don’t eat a Big Mac inside that hot new ride: leather seats and mayonnaise don’t mix well…  gini index It is a measure of the inequality of income distribution in a country. It is calculated by plotting the income distribution of a country. The x axis holds equal percentiles of the population (classically 20%) where the percentage of the total national income acquired by this percentile is plotted cumulatively on the y axis. The deviation from the straight line of slope 1 is the Gini index. 0 indicates a perfectly equal distribution where 1 indicates that a single household acquires all the income. Global figures vary wildly from 0.25 to 0.70 for countries.

References (1) “Six Figure Family Car Sales on the Rise”; Willams, Charles; 2005; The Post and the Courier; (http://ss.charleston.net/xbus/page. asp?contentID=165) (2) Turkey National Institute of Statistics; 2005; www.die.gov.tr (3) “China Daily Feature Article”; 2005; China Daily; http://www. chinadaily.com.cn/english/doc/200502/14/content_416455.htm (4) “Survey of the World Economy – The Great Thrift Shift”; 2005; The Economist (5) “Heard at the Show”; Ceppos, Rick; 2005; Autoweek

INSIDE ESTIEM

48

Interview with

Dietrich Brandt Isıdora Straboja

People who have participated in Summer Academies are familiar with your work, as well as other ESTIEMers. However, could you tell us something more about yourself? For instance, your educational history?

When I started consciously to plan my education my main aim was to integrate both natural sciences and humanities in my studies because I liked both areas in an equal way. Thus I studied physics (and a lot of mathematics and chemistry going into it) – and in parallel, I got involved with different areas of philosophy and literature studies.

During these years of studying and doing research, however, I did not see any way of how to use these different experiences in any profession outside university. Hence in around 1973 or so, I grasped the opportunity to set up my own department at the RWTH Aachen University of Technology: I structured the new department from the start as a strictly interdisciplinary research and teaching institute. Its research is located between the engineering schools of this university and the schools of humanities and social sciences. Since then all research of this department has been performed by teams of young researchers which comprise students from engineering or natural sciences, and students from humanities and social sciences.

These two groups of researchers are continuously encouraged and supported to write their research theses for Master and PhD out of this research, each for their own courses of studies. Additionally we expect them, however, to integrate into their thesis work aspects and thoughts which commonly belong to the other area of sciences: the engineering researchers are to discuss issues which are part of the humanities, and the non-engineers are expected to interpret their research also in the light of engineering sciences.

A whole new way of doing research has developed out of this initial concept. It is highly

regarded today (after many years of contempt) because it now appears as the main way to resolve the great problems of today’s societies and industry under the social, environmental and global challenges well-known to us. One term to describe this concept today is: Human-centred System Design. It has also been the theme of our ESTIEM SAC in Hungary, during the past years.

What is your general point of view when it comes to ESTIEM? How do you perceive the organisation as a whole?

It is most important that students take responsibility for the quality and directions of their own learning and studying. The universities world-wide are more or less unable to perform the reforms and changes needed today to come up to the challenges which I mentioned above. Thus the students have to do them for themselves – which ESTIEM is doing very successfully.

What is your perspective on students attending SAC, and what do you think about international work teams, do they have a perspective?

During the past decade, about all activities in research and industry have become international activities. As an example, the EU is only giving money for research if more than 2 or 3 countries are involved into the project submissions. It is, however, always a great risk if we have to start new projects without knowing our partners in the other countries in advance before we have to cooperate under the fairly strict EU terms.

The same holds for industrial developments and cooperation. Hence it has become essential to have the network of friends available across any borders, in advance already: during the planning of our projects and activities.

49

When we talk about the impact of automation and information systems on society, what is the most important thing we should concentrate on, in your opinion?

About all big companies around the world today believe in two strategies: Firstly, it solves about all their efficiency problems if they buy new computer systems for automation or information networking; secondly, changes and improvements are easy to achieve by changing certain organisational patterns of the company, e.g. sacking people, or merging departments, enterprise branches, subsidiary enterprises.

The first strategy does very often not work because new technological systems are frequently rejected by their users and thus, sabotaged for quite some time, or used inefficiently – hence they do not deliver the improvements hoped for.

It is internationally well known that about 60% of new computer systems are never being used as planned and paid for because the are rejected by their prospective users.

You have cooperated with universities form around the world – USA, Central and Southern America, India, Australia and Japan. From your perspective, what differs for them from European universities?

The differences between the universities in international perspectives are not necessarily that important between Europe and the other continents but they are already very pronounced between the European universities. It will take many more decades to make the European universities a bit more similar in the interest of research cooperation, and to make student exchanges easier. On the other hand, many universities on the other continents are strongly influenced by European traditions – mainly Britain – and it is easy for European students to fit into their ways of studying and research. Many other universities, however, are very different because they are very much embedded into the different cultures of these countries rather than following the international patterns of studying today.

There are two main differences between universities in international terms. They come up Frequently the second strategy does not work again and again: firstly, the willingness and mental either because the experts who suggest such openness of the students for critical analysis and changes are from non–engineering background discussion rather than straight believing in what and have never thought about or experienced how the teacher explains and presents in the lectures; strongly technological systems shape and detersecondly, the willingness and political arrangemine organisations in enterprises and administra- ments on the sides of both teachers and students tion today. Hence many changes suggested are just to integrate women on equal terms into all learnnot possible to be implemented because all work- ing, research and teaching activities within the ing processes within the organisation are fixed university. by the technological systems implemented years before, and there are no ways to change these Concerning these two issues, the differences systems without big new investments – which are very significant. They mirror fundamental difnobody really wants to risk. ferences of values within society, and it may still need many decades of working for such changes, in many countries around the world.. 

INSIDE ESTIEM

INSIDE ESTIEM

50

Vision Patronage Alexandro Alvaro MEP

When I was first approached to support ESTIEM as a patron I was immediately convinced by the energy and dedication of the ESTIEM-people. Both the project, organisation and the people themselves left me in no doubt of their worth.

and what will be the consequences for future generations? These are questions of global import, no doubt, and ESTIEM clearly has its ear on the ground and its priorities right and I am looking forward to hearing of the findings and solutions participants are going to come up with.

During the course of the past year’s patronage I have become further acquainted with the actual running of ESTIEM and its importance. It is far more than a mere network of students throughout Europe, it represents the European idea. By way of meeting in different European cities, exchanging ideas and debating together, by immersing themselves in different European cultures and not least by partying together members of ESTIEM are contributing the European maxim “united in diversity”. The students’ involvement is to be especially commended because of the double burden of voluntary commitment while pursuing their regular curriculum. Who wouldn’t like to see more such zeal?

Although my work in the European Parliament is very time-consuming, I am looking forward to remaining at the disposal of ESTIEM as often as possible. Finally, I would like to express my admiration for all who contribute to ESTIEM and wish the success in this year’s undertakings. 

I feel therefore even more honoured to have been asked to continue in my patronage during this year’s “free Vision” project and am confident that the good effort of last year’s “Vision of Cycles” will be continued. In my perusal of the introductory notes for this years programme some questions were raised that are also of elemental importance in my work as member of the European Parliament. The European political agenda is currently dedicated to sustainable energy uses in the EU. We are investigating different energy sources and the scope and possibilities of renewable energy in order to come up with answers to questions such as: where will our energy come from in the future? Will we still need to rely on fossil fuels and nuclear energy? What do today’s decisions mean for European society

51

INSIDE ESTIEM

CULTural Prejudıce: the Pole

Hospitable as a Pole

While thinking about the Polish, the first thing which comes to my mind is the hospitality. You can be sure that while being a guest in Poland you will get more attention than at your own house. The host family will keep an eye on you all the time, will serve you the best food they have (you will come back home a bit fatter), and will show you every single place of their city.

Therefore you’d better not count on any private time when coming to Poland. You will be asked at least hundred times an hour if you need anything.

Improvising as a Pole

Why should we prepare everything for a long time, when we can easily get just as good a result by improvising? That is why it is hard to find long-term preparations for anything. Whenever it is possible, the Polish people favour improvising over sacrificing their time.

Kind-hearted as a Pole

Polish are very warm people. Maybe they are not so outgoing in the first meeting, but knowing them better shows how they really are. Although a bit covert and distrustful in the beginning, they will show their big heart when getting to know them better.

Complaining as a Pole

It is just linked to Polish nature. It is always possible to find a good reason to complain. Even when everything is going quite well, it is still better to complain, even if it is just to prevent somebody’s envy. We just like to complain. How can it be healthy to live with your problems, when you can share them with somebody? Probably that makes it so hard for us to learn the English phrase „I am fine, thank you!” as a typical answer for the question „How are you doing? ” Humorous as a Pole

A great sense of humour accompanies Polish people during their whole lifetime. Living in the reality, which sometimes is a caricature of itself, creates humour naturally. It is just not possible to not to joke about it. But there is one important condition: everything is allowed when the Polish are joking about Polish. Otherwise a very strong national bond and opposition emerges in us.

Although we are usually quite detached a nation, as soon as we stand face to face with a threat, we unify.

Hard-working as a Pole

For some this affirmation can be quite surprising, but the Polish can work very hard, and even harder when they are abroad. It can be quite annoying for the locals when they cannot catch up with our speed. Competitiveness is our favourite hobby, when it is indemnified in Euros or any other strong currency – not the Złoty, of course. 

Anna Marszalkiewicz

I was asking myself how an objective point of view for writing this sort of an article, for a foreign or Polish audience, might look like. After some time of thinking I realised that this question did not seem to have a right answer. With some kind of absolution to myself I started this tongue-in-cheek description…

INSIDE ESTIEM

52

From ESTIEM to Bosch An Alumnus’ Report

Torben Schumacher

More than eleven years ago in 1995 my last article was published in the ESTIEM magazine: “The president speaks”. My “ESTIEM career” ended and I started my professional career at Bosch.

I studied Industrial Engineering and Management in Hamburg (my home town) and Gothenburg from 1991 to 1998. My main subjects were information systems and production organisation. The latter one was also the focus of the master programme in Sweden.

After graduation I decided to join the international management trainee program at Bosch. During the following two years I was assigned to jobs in the area of logistics, controlling and purchasing and learned to know several divisions, e.g. Security Technology, Automotive Electronics and Power tools. Of course, the six months that I joined the logistics department of Robert Bosch Malaysia were the most outstanding experience.

My first assignment after the trainee program was to introduce e-commerce tools in purchasing of

Bosch Diesel Systems – very exciting in the middle of the internet hype and our tools survived.

In 2003 I left virtual reality behind and moved to Belgium to become leader of a group of six technical buyers and some interns – just ask Philipp Bächle. Bosch Belgium is producing wiper arms and blades for the world market. Technical purchasing is responsible for all sourcing issues in the launch phase of new product, i.e. to ensure that all purchased components are available in the right quality, at the right time and at the right cost before start of production. Together with a simultaneous engineering team, suppliers for every single part are selected, prices are negotiated, technical specification are discussed, the making of tools and setting up of the production process has to be monitored.

Looking back, I never expected to be able to use so much of my IEM knowledge at work. Just to name a few key words: mechanical engineering, production technologies, lean production concepts, cost calculation, and project management. Thanks to the management trainee program, I got a deep insight into the way of working at Bosch and could build up a network within the company that include many different business areas and functions. And the ESTIEM experience was a good preparation for the work at Bosch, especially the working in international teams, and the working within a “big” organisation with shared responsibilities and many different interests.

Looking to the future, I just moved back to Germany and took over the responsibility for the purchasing controlling and the purchasing IT-systems of the Electrical Drives division. And whenever you drive a new Mercedes C-class in rain, remember it is an old ESTIEMers work. 

53

What is happening in LG

Belgrade?

class subjects, and to solve cases related to the covered topics at the end of the session.

Why did we want to become a part of ESTIEM? It’s simple, ESTIEM gathers young people together to explore their potential while learning and practising skills which they will need in their future careers, it gives them the opportunity to travel, take part in various competitions and meet people from across Europe! The idea of joining ESTIEM occurred to a couple of students after they had taken part in a few case study competitions. LG Novi Sad was contacted and with their help and guidance, and of course the support of the faculty staff, our LG was founded.

After less than a year, our number of members has tripled (we now have about forty) and the interest and enthusiasm keeps on growing!

Soon after, we decided to take on some new projects: the organisation of TIMES for the first time, Case Study Show and Activity Week. The atmosphere in the group was terrific, the motivation weekend we had seems to have served its purpose! The two days we spent there getting to know each other better, having fun but also doing some work, added some real positive energy and commitment to the work that awaited.

Let us introduce ourselves… we are LG Belgrade! As Serbia’s capital, Belgrade stands on the banks of the Danube and Sava rivers, where it has been repeatedly destroyed and rebuilt. At first sight it might not look as grand as other popular European cities, but if you look just a little closer you will find it is rich with beautiful historical monuments, great for sightseeing! As for the night life – whether it includes dinner with live music in the Bohemian Skadarlija district, relaxing at one of the city’s antique cafes or enjoying the city’s club scene, one thing is guaranteed – a fabulous time!

Being a new LG, the first real challenge we faced was attracting new members. With no previous projects, we needed to give people a good reason to get on board and believe in what we do.

We introduced ourselves at the faculty through different presentations and workshops and, as interest was growing, we decided to organize a “Case Study Course”. The idea of this course was to give students a broader knowledge of their

The Case Study Show was a project designed for all students of the faculty. We wanted to introduce them to something they don’t learn in class – learning and studying through solving cases given by companies. The idea was to give them a new perspective, instead of always having knowledge poured into their heads, they let their own curiosity and initiative take charge, they thought and discovered for themselves!

One of the projects also in line is the Activity Week. There will be lots of enjoyable activities during those hot summer days in Belgrade, but, as we are completely determined to show you the real Serbian spirit, we have something very special for you: in cooperation with LG Novi Sad, we’re planing to take you to the best festival in the whole region – EXIT! It is held every July at the Petrovaradin fortress, in Novi Sad, for six years now. Each year hundreds of performers at several different stages give us something to look forward to next year; each year there are over 60 concerts and 50 DJ performances, workshops and film projections. Definitely an event you don’t want to miss!

So see you in Belgrade this July and remember, minds are like parachutes – they only function when open! 

Maja Milovanovic

„Between not knowing and our urge to know is where we are most attentive and alive.”

INSIDE ESTIEM

AGENDA

ANGENDA

54

Check the latest updated event information at www.estiem.org and register for your favourite events through the ESTIEM Portal. See you somewhere in Europe!

APRIL

MAY

07

16 – 21 Apr 34th ESTIEM Council Meeting | Eindhoven 22 – 23 Apr Post CM | Amsterdam 23 – 29 Apr FREE Vision Seminar | Porto “Hydrogen – Powerful enough to substitute Oil?”

june

2 – 6 May Kick off Event of Europe 3D | Dresden 5 – 12 May FREE Vision Seminar | Poznan–Warsaw “Issues & Problems in Human Resources Management” 11 – 13 May Newcomer Weekend | Hamburg (Welzin) 16 – 20 May FREE Vision Seminar | Famagusta “Investment Appraisal and Risk Managament” 18 – 21 Nov Regional Coordination Meeting | Braunschweig

july

August

12 – 26 Aug Summer Academy | Karlsruhe “Deep Entrepreneurship – Manufacturing Europe’s Future”

September

October

18 – 23 Oct Visionary Marketing Seminar | Skopje “Do it Right, Do it with Vision – Customer Satisfaction”

29 July – 12 Aug Summer Academy | Budapest “Human-Centred System Design – People, Organisation and Technology”

18 – 23 Sep Visionary Marketing Seminar | Gothenburg “Do it the Swedish Way – the Swedish Companies’ Ability to market their Products”

NOVEMBER

1 – 7 Nov 35th ESTIEM Council Meeting | Bremen 18 – 21 Nov Visionary Marketing Seminar | Brussels “European Marketing” 24 – 27 Nov Visionary Marketing Seminar | Berlin “Marketing through New Media”

Technology in movement.

The Brose Group is one of the fastest growing international automotive suppliers.

Worldwide, approximately 9,000 employees at 40 international locations in 20 countries are engaged in the development and production of components and systems for automobiles.

Today you can find a Brose product in every fourth vehicle produced worldwide.

Graduate vacancies, Internships, Thesis work We offer good professional opportunities and prospects to industrial engineering and management students who are interested in the automotive industry.

You can expect challenging opportunities for example in the areas of development, production, quality or even in controlling or purchasing. If you have top marks and previous practical experience, are enthusiastic about technology and want to make a difference, you can become a part of our team.

You can find further information about the Brose group and career opportunities on our homepage or by contacting Achim Oettinger (tel.: +49 9561 21 1778, email: achim.oettinger@brose.net). Please email your application (career@brose.net) to our central HR Recruiting department in Germany.

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