INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019
INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019
UK: Managing Editor International Journal of Innovative Technology and Creative Engineering 1a park lane, Cranford London TW59WA UK
USA: Editor International Journal of Innovative Technology and Creative Engineering Dr. Arumugam Department of Chemistry University of Georgia GA-30602, USA.
India: Editor International Journal of Innovative Technology & Creative Engineering 36/4 12th Avenue, 1st cross St, Vaigai Colony Ashok Nagar Chennai , India 600083 Email: editor@ijitce.co.uk
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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019
IJITCE PUBLICATION
International Journal of Innovative Technology & Creative Engineering Vol.9 No.10 Oct 2019
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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019
Dear Researcher,
Greetings! Articles in this issue discusses about Industry 4.0— Emerging Trends. AI in Accounting. IJITCE was invited as a Journal Partner to associate with Institute of Directors (IOD) in the Corporate Governance Summit. It has been an absolute pleasure to present you articles that you wish to read. We look forward to many more new technologies in the next month as we cover two major conferences. An interesting episode awaits you at the” Industry4.0 Corner”. Thanks, Editorial Team IJITCE
INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019
Editorial Members Dr. Chee Kyun Ng Ph.D Department of Computer and Communication Systems, Faculty of Engineering,Universiti Putra Malaysia,UPMSerdang, 43400 Selangor,Malaysia. Dr. Simon SEE Ph.D Chief Technologist and Technical Director at Oracle Corporation, Associate Professor (Adjunct) at Nanyang Technological University Professor (Adjunct) at ShangaiJiaotong University, 27 West Coast Rise #08-12,Singapore 127470 Dr. sc.agr. Horst Juergen SCHWARTZ Ph.D, Humboldt-University of Berlin,Faculty of Agriculture and Horticulture,Asternplatz 2a, D-12203 Berlin,Germany Dr. Marco L. BianchiniPh.D Italian National Research Council; IBAF-CNR,Via Salaria km 29.300, 00015 MonterotondoScalo (RM),Italy Dr. NijadKabbara Ph.D Marine Research Centre / Remote Sensing Centre/ National Council for Scientific Research, P. O. Box: 189 Jounieh,Lebanon Dr. Aaron Solomon Ph.D Department of Computer Science, National Chi Nan University,No. 303, University Road,Puli Town, Nantou County 54561,Taiwan Dr. Arthanariee. A. M M.Sc.,M.Phil.,M.S.,Ph.D Director - Bharathidasan School of Computer Applications, Ellispettai, Erode, Tamil Nadu,India Dr. Takaharu KAMEOKA, Ph.D Professor, Laboratory of Food, Environmental & Cultural Informatics Division of Sustainable Resource Sciences, Graduate School of Bioresources,Mie University, 1577 Kurimamachiya-cho, Tsu, Mie, 514-8507, Japan Dr. M. Sivakumar M.C.A.,ITIL.,PRINCE2.,ISTQB.,OCP.,ICP. Ph.D. Project Manager - Software,Applied Materials,1a park lane,cranford,UK Dr. Bulent AcmaPh.D Anadolu University, Department of Economics,Unit of Southeastern Anatolia Project(GAP),26470 Eskisehir,TURKEY Dr. Selvanathan Arumugam Ph.D Research Scientist, Department of Chemistry, University of Georgia, GA-30602,USA. Dr. S.Prasath Ph.D Assistant Professor, Department of Computer Science, Nandha Arts & Science College, Erode , Tamil Nadu, India
INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019
Review Board Members Mr. Rajaram Venkataraman Chief Executive Officer, Vel Tech TBI || Convener, FICCI TN State Technology Panel || Founder, Navya Insights || President, SPIN Chennai Dr. Paul Koltun Senior Research ScientistLCA and Industrial Ecology Group,Metallic& Ceramic Materials,CSIRO Process Science & Engineering Private Bag 33, Clayton South MDC 3169,Gate 5 Normanby Rd., Clayton Vic. 3168, Australia Dr. Zhiming Yang MD., Ph. D. Department of Radiation Oncology and Molecular Radiation Science,1550 Orleans Street Rm 441, Baltimore MD, 21231,USA Dr. Jifeng Wang Department of Mechanical Science and Engineering, University of Illinois at Urbana-Champaign Urbana, Illinois, 61801, USA Dr. Giuseppe Baldacchini ENEA - Frascati Research Center, Via Enrico Fermi 45 - P.O. Box 65,00044 Frascati, Roma, ITALY. Dr. MutamedTurkiNayefKhatib Assistant Professor of Telecommunication Engineering,Head of Telecommunication Engineering Department,Palestine Technical University (Kadoorie), TulKarm, PALESTINE. Dr.P.UmaMaheswari Prof &Head,Depaartment of CSE/IT, INFO Institute of Engineering,Coimbatore. Dr. T. Christopher, Ph.D., Assistant Professor &Head,Department of Computer Science,Government Arts College(Autonomous),Udumalpet, India. Dr. T. DEVI Ph.D. Engg. (Warwick, UK), Head,Department of Computer Applications,Bharathiar University,Coimbatore-641 046, India. Dr. Renato J. orsato Professor at FGV-EAESP,Getulio Vargas Foundation,São Paulo Business School,RuaItapeva, 474 (8° andar),01332-000, São Paulo (SP), Brazil Visiting Scholar at INSEAD,INSEAD Social Innovation Centre,Boulevard de Constance,77305 Fontainebleau - France Y. BenalYurtlu Assist. Prof. OndokuzMayis University Dr.Sumeer Gul Assistant Professor,Department of Library and Information Science,University of Kashmir,India Dr. ChutimaBoonthum-Denecke, Ph.D Department of Computer Science,Science& Technology Bldg., Rm 120,Hampton University,Hampton, VA 23688 Dr. Renato J. Orsato Professor at FGV-EAESP,Getulio Vargas Foundation,São Paulo Business SchoolRuaItapeva, 474 (8° andar),01332-000, São Paulo (SP), Brazil Dr. Lucy M. Brown, Ph.D. Texas State University,601 University Drive,School of Journalism and Mass Communication,OM330B,San Marcos, TX 78666 JavadRobati Crop Production Departement,University of Maragheh,Golshahr,Maragheh,Iran VineshSukumar (PhD, MBA) Product Engineering Segment Manager, Imaging Products, Aptina Imaging Inc. Dr. Binod Kumar PhD(CS), M.Phil.(CS), MIAENG,MIEEE HOD & Associate Professor, IT Dept, Medi-Caps Inst. of Science & Tech.(MIST),Indore, India Dr. S. B. Warkad Associate Professor, Department of Electrical Engineering, Priyadarshini College of Engineering, Nagpur, India
INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019 Dr. doc. Ing. RostislavChoteborský, Ph.D. Katedramateriálu a strojírenskétechnologieTechnickáfakulta,Ceskázemedelskáuniverzita v Praze,Kamýcká 129, Praha 6, 165 21 Dr. Paul Koltun Senior Research ScientistLCA and Industrial Ecology Group,Metallic& Ceramic Materials,CSIRO Process Science & Engineering Private Bag 33, Clayton South MDC 3169,Gate 5 Normanby Rd., Clayton Vic. 3168 DR.ChutimaBoonthum-Denecke, Ph.D Department of Computer Science,Science& Technology Bldg.,HamptonUniversity,Hampton, VA 23688 Mr. Abhishek Taneja B.sc(Electronics),M.B.E,M.C.A.,M.Phil., Assistant Professor in the Department of Computer Science & Applications, at Dronacharya Institute of Management and Technology, Kurukshetra. (India). Dr. Ing. RostislavChotěborský,ph.d, Katedramateriálu a strojírenskétechnologie, Technickáfakulta,Českázemědělskáuniverzita v Praze,Kamýcká 129, Praha 6, 165 21
Dr. AmalaVijayaSelvi Rajan, B.sc,Ph.d, Faculty – Information Technology Dubai Women’s College – Higher Colleges of Technology,P.O. Box – 16062, Dubai, UAE Naik Nitin AshokraoB.sc,M.Sc Lecturer in YeshwantMahavidyalayaNanded University Dr.A.Kathirvell, B.E, M.E, Ph.D,MISTE, MIACSIT, MENGG Professor - Department of Computer Science and Engineering,Tagore Engineering College, Chennai Dr. H. S. Fadewar B.sc,M.sc,M.Phil.,ph.d,PGDBM,B.Ed. Associate Professor - Sinhgad Institute of Management & Computer Application, Mumbai-BangloreWesternly Express Way Narhe, Pune - 41 Dr. David Batten Leader, Algal Pre-Feasibility Study,Transport Technologies and Sustainable Fuels,CSIRO Energy Transformed Flagship Private Bag 1,Aspendale, Vic. 3195,AUSTRALIA Dr R C Panda (MTech& PhD(IITM);Ex-Faculty (Curtin Univ Tech, Perth, Australia))Scientist CLRI (CSIR), Adyar, Chennai - 600 020,India Miss Jing He PH.D. Candidate of Georgia State University,1450 Willow Lake Dr. NE,Atlanta, GA, 30329 Jeremiah Neubert Assistant Professor,MechanicalEngineering,University of North Dakota Hui Shen Mechanical Engineering Dept,Ohio Northern Univ. Dr. Xiangfa Wu, Ph.D. Assistant Professor / Mechanical Engineering,NORTH DAKOTA STATE UNIVERSITY SeraphinChallyAbou Professor,Mechanical& Industrial Engineering Depart,MEHS Program, 235 Voss-Kovach Hall,1305 OrdeanCourt,Duluth, Minnesota 55812-3042 Dr. Qiang Cheng, Ph.D. Assistant Professor,Computer Science Department Southern Illinois University CarbondaleFaner Hall, Room 2140-Mail Code 45111000 Faner Drive, Carbondale, IL 62901 Dr. Carlos Barrios, PhD Assistant Professor of Architecture,School of Architecture and Planning,The Catholic University of America
INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019 Y. BenalYurtlu Assist. Prof. OndokuzMayis University Dr. Lucy M. Brown, Ph.D. Texas State University,601 University Drive,School of Journalism and Mass Communication,OM330B,San Marcos, TX 78666 Dr. Paul Koltun Senior Research ScientistLCA and Industrial Ecology Group,Metallic& Ceramic Materials CSIRO Process Science & Engineering Dr.Sumeer Gul Assistant Professor,Department of Library and Information Science,University of Kashmir,India Dr. ChutimaBoonthum-Denecke, Ph.D Department of Computer Science,Science& Technology Bldg., Rm 120,Hampton University,Hampton, VA 23688
Dr. Renato J. Orsato Professor at FGV-EAESP,Getulio Vargas Foundation,São Paulo Business School,RuaItapeva, 474 (8° andar)01332-000, São Paulo (SP), Brazil Dr. Wael M. G. Ibrahim Department Head-Electronics Engineering Technology Dept.School of Engineering Technology ECPI College of Technology 5501 Greenwich Road - Suite 100,Virginia Beach, VA 23462 Dr. Messaoud Jake Bahoura Associate Professor-Engineering Department and Center for Materials Research Norfolk State University,700 Park avenue,Norfolk, VA 23504 Dr. V. P. Eswaramurthy M.C.A., M.Phil., Ph.D., Assistant Professor of Computer Science, Government Arts College(Autonomous), Salem-636 007, India. Dr. P. Kamakkannan,M.C.A., Ph.D ., Assistant Professor of Computer Science, Government Arts College(Autonomous), Salem-636 007, India. Dr. V. Karthikeyani Ph.D., Assistant Professor of Computer Science, Government Arts College(Autonomous), Salem-636 008, India. Dr. K. Thangadurai Ph.D., Assistant Professor, Department of Computer Science, Government Arts College ( Autonomous ), Karur - 639 005,India. Dr. N. Maheswari Ph.D., Assistant Professor, Department of MCA, Faculty of Engineering and Technology, SRM University, Kattangulathur, Kanchipiram Dt - 603 203, India. Mr. Md. Musfique Anwar B.Sc(Engg.) Lecturer, Computer Science & Engineering Department, Jahangirnagar University, Savar, Dhaka, Bangladesh. Mrs. Smitha Ramachandran M.Sc(CS)., SAP Analyst, Akzonobel, Slough, United Kingdom. Dr. V. Vallimayil Ph.D., Director, Department of MCA, Vivekanandha Business School For Women, Elayampalayam, Tiruchengode - 637 205, India. Mr. M. Moorthi M.C.A., M.Phil., Assistant Professor, Department of computer Applications, Kongu Arts and Science College, India PremaSelvarajBsc,M.C.A,M.Phil Assistant Professor,Department of Computer Science,KSR College of Arts and Science, Tiruchengode Mr. G. Rajendran M.C.A., M.Phil., N.E.T., PGDBM., PGDBF., Assistant Professor, Department of Computer Science, Government Arts College, Salem, India. Dr. Pradeep H Pendse B.E.,M.M.S.,Ph.d Dean - IT,Welingkar Institute of Management Development and Research, Mumbai, India
INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019 Muhammad Javed Centre for Next Generation Localisation, School of Computing, Dublin City University, Dublin 9, Ireland Dr. G. GOBI Assistant Professor-Department of Physics,Government Arts College,Salem - 636 007 Dr.S.Senthilkumar Post Doctoral Research Fellow, (Mathematics and Computer Science & Applications),UniversitiSainsMalaysia,School of Mathematical Sciences, Pulau Pinang-11800,[PENANG],MALAYSIA. Manoj Sharma Associate Professor Deptt. of ECE, PrannathParnami Institute of Management & Technology, Hissar, Haryana, India RAMKUMAR JAGANATHAN Asst-Professor,Dept of Computer Science, V.L.B Janakiammal college of Arts & Science, Coimbatore,Tamilnadu, India Dr. S. B. Warkad Assoc. Professor, Priyadarshini College of Engineering, Nagpur, Maharashtra State, India Dr. Saurabh Pal Associate Professor, UNS Institute of Engg. & Tech., VBS Purvanchal University, Jaunpur, India Manimala Assistant Professor, Department of Applied Electronics and Instrumentation, St Joseph’s College of Engineering & Technology, Choondacherry Post, Kottayam Dt. Kerala -686579 Dr. Qazi S. M. Zia-ul-Haque Control Engineer Synchrotron-light for Experimental Sciences and Applications in the Middle East (SESAME),P. O. Box 7, Allan 19252, Jordan Dr. A. Subramani, M.C.A.,M.Phil.,Ph.D. Professor,Department of Computer Applications, K.S.R. College of Engineering, Tiruchengode - 637215 Dr. SeraphinChallyAbou Professor, Mechanical & Industrial Engineering Depart. MEHS Program, 235 Voss-Kovach Hall, 1305 Ordean Court Duluth, Minnesota 558123042 Dr. K. Kousalya Professor, Department of CSE,Kongu Engineering College,Perundurai-638 052 Dr. (Mrs.) R. Uma Rani Asso.Prof., Department of Computer Science, Sri Sarada College For Women, Salem-16, Tamil Nadu, India. MOHAMMAD YAZDANI-ASRAMI Electrical and Computer Engineering Department, Babol"Noshirvani" University of Technology, Iran. Dr. Kulasekharan, N, Ph.D Technical Lead - CFD,GE Appliances and Lighting, GE India,John F Welch Technology Center,Plot # 122, EPIP, Phase 2,Whitefield Road,Bangalore – 560066, India. Dr. Manjeet Bansal Dean (Post Graduate),Department of Civil Engineering,Punjab Technical University,GianiZail Singh Campus,Bathinda -151001 (Punjab),INDIA Dr. Oliver Jukić Vice Dean for education,Virovitica College,MatijeGupca 78,33000 Virovitica, Croatia Dr. Lori A. Wolff, Ph.D., J.D. Professor of Leadership and Counselor Education,The University of Mississippi,Department of Leadership and Counselor Education, 139 Guyton University, MS 38677
INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019
Contents Corporate Governance Summit 2019
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Good Governance
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Corporate Governance: An Art or Science?
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Investigation Of Twin-Cylinder IC Engine Vibration
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Corporate Governance Summit 2019 (IOD Tamil Nadu & Puducherry Region) 14 September 2019, Chennai
Corporate Governance has in recent times emerged as perhaps the most important issue in Business and Management, primarily because of its far-reaching impact on the society and its functioning, as demonstrated by some recent happenings in the Corporate World.
than 200 senior delegates from various parts of the country. The day started with an introductory session with the following dignitaries as the Speakers:
Research provides robust evidence that companies that exhibit sound corporate governance generate significantly greater returns when compared to companies that exhibit poor corporate governance. Number of studies have been conducted in India and abroad investigating different components of Corporate Governance disclosure practices through annual reports. Since this being an evolving and emerging issue, the path towards best international practices will continue and the corporate world needs to understand the emerging trends in ensuring better Corporate Governance Practices.
Guest of Honour: Mr. N. Muruganandam, IAS, Principal Secretary, Department of Industries, Government of Tamil Nadu Mr. M. S. Sundara Rajan, Chairman, IOD-Tamil Nadu & Puducherry Region and Former Chairman and Managing Director, Indian Bank
In this regard, Institute of Directors, Tamil Nadu & Puducherry Region, organized the first edition of ‘Corporate Governance Summit 2019’ on 14 September 2019 at Chennai to bring all relevant stakeholders to one platform to listen to experts, discuss and share their insights on various issues pertaining to recent trends in Corporate Governance. Thus the theme for the Conference was rightly chosen as ‘Emerging trends in Corporate Governance’.
Dr. R. Seetharaman, Group CEO, Doha Bank Mr. Ashish Garg, Vice President, Institute of Company Secretaries of India (ICSI) Mr. Sundara Rajan delivered the welcome remarks and set the tone for further deliberations for the day. Dr. Seetharaman spoke about global governance and during his special address he mentioned that the world is witnessing the fourth phase of the global financial crisis and the global sustainability has been challenged and changed,
The Institute of Company Secretaries of India (ICSI) was the ‘Conference Partner’ and Frost & Sullivan was the ‘Knowledge Partner’. The Conference witnessed a participation of more
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he opined. He mentioned that the mixed economies are slowing down and the IMF has been continuously doing downward revisions in its growth projections in the recent past. Dr Seetharaman informed the audience that the central bankers are more accountable for financial stability and the Millenium Development Goals got changed to Sustainable Development Goals in September 2015. He said that all the accommodative monetary policy tools were exhausted and now the focus is more on issues such as education, universal healthcare, environment and climate change and poverty eradication.
accountable to the legislative assembly, Public Accounts Committee, CAG Audit, Media, Judiciary and the Public. He mentioned that the Companies Act 2013 has brought in lots of positive changes like the concept of Independent Directors and diversity in the Boards through women directors and institutionalising them for good governance.
Dr. Seetharaman was of the opinion that the core sentiments of trade have changed and unless there is absolute convergence between politics and economics, no global issues will be solved. He informed the august gathering that the brand equity of India has undergone a transformation and Indians are highly respected in the global community as the future belongs to India.
Plenary Session I: Corporate Governance – Preparing the Pitch Mr. S. Santhanakrishnan, Managing Partner, PKF Sridhar & Santhanam LLP
Mr. Ashish Garg started his address mentioning about the traditional scriptures that shed light on governance and mentioned that the world has turned in to a global village. He spoke in brief about the gender diversity and the mandatory provision in the Companies Act for having women directors in the boards for certain classes of Companies. He also highlighted the significance of Cyber Security as an important governance issue.
Mr. M. P. Vijay Kumar, CFO, Sify Technologies Ltd. Mr. Lakshmi Narayanan, Former Vice Chairman and CEO, Cognizant Technologies
Mr. Lakshmi Narayanan spoke about ‘Strengthening Whistleblower Policy’. His speech highlighted the importance of having whistleblower mechanisms in all organisations, which would help achieve the highest standards of ethics in the corporate world. He stressed that the whistle-blower policy should be managed and supervised regularly by the corporate world for it to transform the company into a well functioning, performing and ethical organisation.
Mr. Muruganandam who was the ‘Guest of Honour’ for the Session mentioned that during independence and the years following that, the Government was everywhere and today the role of Government has been shrinking to that of regulation and welfare alone leaving others to the private sector. He highlighted the fact that the bureaucrats who head the PSUs are
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Mr. Santhanakrishnan spoke on the subject ‘Independence of Independent Directors’. During his address he mentioned that it all boils down to an individual’s character and one man/woman can make all the difference. He mentioned that the significance of the role of Independent Directors will be felt only in critical situations and their response to them. He opined that the Independent Directors have to say ‘I do not understand’ and saying so will keep the Board alert. During his brief presentation, Mr Santhanakrishnan mentioned that the Directors should bring to table strategic thinking, analytical skills, effective communication skills, understanding of the organisation and the industry and cross industry knowledge.
Inaugural Session Chief Guest: Shri. Banwarilal Purohit, Hon’ble Governor of Tamil Nadu Speakers: Mr. M. S. Sundara Rajan, Chairman, IOD-Tamil Nadu & Puducherry Region and Former Chairman and Managing Director, Indian Bank Dr. R. Seetharaman, Group CEO, Doha Bank Mr. Ashish Garg, Vice President, Institute of Company Secretaries of India
Mr. M. P Vijay Kumar spoke on ‘Disclosure and Transparency’. He pointed out the vital role of transparency in strengthening mutual communication, improving commitment to various stakeholders and establishing social connectivity which consequently improves perception and disclosures. He also cited a few insightful statistics on the current state of information disclosure and transparency by India’s top listed Companies. Only 10% of the top 100 Companies have a Board Evaluation involving a third-party expert and 19% do not have women directors. During his presentation he highlighted some drivers of transparency including the tone at the top leadership, separating the positions of CEO and Chairperson, identifying successors for key members of the management team, an incentive structure for managers who share information, strong peer assessment, board evaluation and the role of creditors in demanding timely and accurate information.
Mr. Sundara Rajan mentioned that the concept of corporate governance is very old dating to 3rd century B.C where Chanakya highlighted 4 concepts viz. raksha, vriddhi, paalana and yokakshema. Contemporary interpretations of the four in corporate governance are protecting shareholders, enhancing wealth of organization, looking at welfare of all and safe handling of all stakeholders. The essence of corporate governance lies in transparency and effectiveness, he said. Dr.Seetharaman, in his special address emphasized on proper self-governance, especially at the present stage where our national economy is struggling and when the emerging markets are slowing down. He quoted the lines of Nannool Pavanandhi Munivar, a poet of Tamil Sangam period, which emphasized on Corporate Governance. Convergence of individual traits and corporate traits matter, he opined. Hon’ble Governor during his inaugural address mentioned that Corporate Governance is crucial in Business Management and its impact on society is significant. He said that ethical and
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responsible decision making is the need of the hour and along with that diligence, persistence and creativity are the keys to success, he stated. Explaining the importance of Corporate Governance and the need to apply its principles in all walks of life, he also highlighted the significance of time management and leading a simple life. Recognizing the need for greater commitment by Corporates for CSR initiatives, he encouraged IOD to take the lead in developing a CSR exchange portal to connect contributors, beneficiaries and agencies.
Special Session: Leveraging Mega Trends using new Business Models on a bedrock of Sound Corporate Governance Mr. Sarwant Singh, Managing Partner, MiddleEast, Africa and South Asia, Frost & Sullivan Mr. Singh shared an overview of mega trends in Business and society explaining the transformative mega trends that have a global impact and discussed their influence on Corporate Governance. Explaining what mega trends means, he mentioned that they are transformative global forces that define the future world with their far reaching impact on business, societies, economies, cultures and personal lives.
Following his address, the Governor felicitated the below professionals for their contribution to the industry and professional excellence. • •
• •
Dr. R. Seetharaman, Group CEO, Doha Bank Dr. S. Prakash, Joint Managing Director, Star Health and Allied Insurance Company Ltd. Ms. Zarin Daruwala, CEO, Standard Chartered Bank Mr. S. Rangarajan, Founder CEO, Data Patterns (India) Pvt Ltd.
Mr. Singh provided an insightful thematic presentation on the role of Artificial Intelligence in the Boardroom, which could replace humans as Directors in the future. The eye opening presentation also discussed emerging market disruptors like digital transformation and some of the key mega trends like 5G communication networks, digital marketing and the advent of the cognitive era which included unmanned vehicles and personal robots. He predicted that the percentage of women directorships is expected to scale to at least 20% in India by 2025. He also touched up on the growing influence of social media and the impact that it could have on governance.
Mr. Ashish Garg delivered the concluding remarks.
Panel Discussion: Corporate Failures and Key takeaways Session Moderator: Mr. V. Balasundaram, CFO, India, Middle-East and Africa, Frost & Sullivan Panelists: Mr. T. S. Krishnamurthy, Former Chief Election Commissioner, Government of India
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Mr. G. Mahalingam spoke on ‘Role of Regulatory Authorities in Corporate Governance’. He explained how investors’ wealth gets eroded due to the failure of the audit system and the need for Independent Directors to be truly independent for improving corporate governance. Self-regulation has a conflict of interest and no country has reached a position where capital markets are entirely self-regulated, he stated. However, external regulation must not also be granular or overly detailed, while at the same time it should avoid being broad principlebased to avoid excess litigation, he concluded.
Ms. Preetha Reddy, Vice Chairperson, Apollo Hospitals Enterprise Ltd. Mr. K. Ravi, Former Chairman, SIRC of ICAI Post an introduction of the Panelists by Mr. Balasundaram, this session commenced with Mr. Ravi elaborating on various corporate failures across the globe - from the age of Solomon vs. Solomon to the recent failures of Deutsche Bank and IL&FS in India. The cases of Volkswagen, Wells Fargo, Lehman Brothers and Bank of America were also briefly touched upon. He stated that Directors have a dual role to play Proactive as well as Reactive.
During his address on ‘Role of Key Managerial Personnel in Corporate Governance’, Mr Prakash stated that Key Managerial Personnel are expected to be business solution providers and if they are unable to adapt, be agile, and be visionaries, they become a threat to Corporate Governance.
Mr. Krishnamurthy enlightened the audience with his wide-ranging experience as the Secretary of the Department of Company Affairs (now known as Ministry of Corporate Affairs) and as a Board member. He discussed corporate failures and elaborated on its types - external and internal. He said that external failures arise from external factors such as government policies, while internal failures are due to internal mismanagement of the company.
Mr. N. Ramanathan presented about ‘Role of Promoters in Corporate Governance’. He discussed various facets relating to promoters, including their extent of involvement, interest, intervention, takeovers, etc. He stressed on the need for separation of ownership and management in companies. It is the independence of management that is the substratum of corporate governance, and the promoter is the watchdog who steps in during specific or exceptional requirements only, he stated.
In her address, Ms. Reddy shared the aspiring values and ethos of her company, which form the basis of Corporate Governance. She further talked about the crucial role of Board members’ selection, since they drive the strategy and direction of the company’s growth, and advocated the need for diversity in the Board and ‘AAA rating’ i.e. Accountability, Accessibility, and Action-ability.
Plenary Session - III: Corporate Governance – Playing by the Rules
Plenary Session - II: Corporate Governance – Rules of the Game
Session Moderator: Mr. Giridhar Sanjeevi, Executive Vice President and CFO, Taj Hotels
Mr. G. Mahalingam, Whole-time Member, SEBI Dr. S. Prakash, Joint Managing Director, Star Health and Allied Insurance Company Ltd. Mr. N. Ramanathan, Managing Director, Ponni Sugars Ltd.
Mr. K. E. Raghunathan, MD, Solkar Solar & CEO, D4E Network India Pvt Ltd.
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Mr. V. Rajaram, Founder and CEO, Navya Insights and President, Software Process Improvement Network (SPIN – Chennai)
step governance model comprising the Board and the organization’s management. While the Board maintains overall strategic oversight, the Management takes care of day-to-day operations.
Mr. Karthik Swaminath, Director of Business Strategy, Asia Pacific, Ford Motor Company
Mr. Rajaram provided a detailed perspective on practical aspects of cyber-security in the current corporate landscape and shared examples of AI being used in real life, such as in Boards of companies. AI can provide unbiased decisions and insightful data apt for decision making in various scenarios, he stated.
The panelists discussed the role of fintech in Corporate Governance in MSMEs, including international perspectives in corporate governance, AI, and Cyber Security in boardrooms. Mr. Raghunathan, an entrepreneur, shared his personal experiences from an MSME perspective. He stated that governance plays an important role in five groups - Shareholders, Board, Employees, Creditors, and Customers. For MSMEs, it is the latter three that are the critical parties to whom they are answerable. He further added that the best way to corporate governance is self-discipline.
Spiritual Talk by Ms B.K.Usha, Senior Raja Yoga Teacher, Global Headquarters, Brahmakumaris, Mount Abu. According to Ms. Usha, today individuals and businesses are in a competitive and turbulent period. She opined that there is a need to develop presence of mind, find new bearings/avenues, at the same time develop intuition, flexibility, and a clear vision to successfully steer through these times.
Mr. Swaminath briefed the audience on governance in the current corporate climate from a MNC’s viewpoint. Large MNCs in contrast to entrepreneurial ventures, generally keep a two-
Mr. R. Srinivasan, Regional Director, Institute of Directors, delivered the vote of thanks.
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GOOD GOVERNANCE, THE BOARD, THE GOVERNMENT AND THE OPEN GOVERNMENT INTRODUCTION: GOOD GOVERNANCE. S. Prabhu, I.A.A.S (R), CIA, CISA, CRISC, (USA), PG Dips. In ADR (Alternative Dispute Resolution) Cyber Law and Patent Law (Nalsar Univ., Hyd) MSc Defence and Strategic Studies SAP Financial Accounting and Control President CONSULSYS (India) Pvt Ltd.
INTRODUCTION
THE BOARD.
1. United Nations Development Programme (UNDP) in its report in 1997 defines Good Governance as an ‘exercise of economic, political and administrative authority to manage a country’s affairs at all levels.’ 2. From then on good governance sets the normative standards of development. It fosters participation, ensures transparency, demands accountability, promotes efficiency, upholds equity and ethics and above all the rule of law in economic, political and administrative institutions and processes. It is the hallmark of political profoundness and propels the requisite impetus for growth and poverty alleviation for ushering largescale investment to occur and for social programs to be supported. A cornerstone of good governance is adherence to transparency, efficiency, development, growth and progress to all, irrespective of the social status or political considerations of the citizens.
3. If we apply these postulates in business and make it happen to excel in their performance, especially the governors and leaders of business who form the Board of Directors, the following thoughts may be of immense help to all Stakeholders. 4. The board must be effective in leading and controlling the organisation and acting wholly in its best interest. Board members must ensure that the interests of the organizations are placed before any personal interests. Each Board must be clear about its duties and responsibilities. These must be set out and made available for all existing and potential board members. All board members must receive induction on joining the board and should regularly refresh and update skills. Recruitment to board vacancies must be open and transparent, based on merit and objective selection and assessment techniques. 5. The board must undertake a formal and rigorous annual appraisal of its members
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and of the board as a whole and inform to all stakeholders. Each board must be headed by a properly appointed and skilled chair who is aware of his or her duties as head of the board and the clear division of responsibilities between the board and the executive. The board must act effectively, making clear decisions based on timely and accurate information. They should have clear terms of reference in order that their conduct is transparent, effective and in the interests of the organization. 6. There must be clear working arrangements between the board and the chief executive and clear delegation of authority. Must have a written and signed contract of employment. Proper oversight of the board be in place. Committees of the board may be established where the board determines that they will provide expertise and enable it to scrutinize and deliver effective corporate governance and manage risk. Across the board, organizations need a clearly defined mission and vision that translates into concrete goals for measuring executive compensation and board of directors’ pay. 7. Effective governance is clearly the answer to resolving the pay-for-performance challenge. Each member of a board of directors owes a fiduciary duty to establish a compensation strategy that does not include excessive board compensation. The test of viability is the board’s ability to translate that strategy into performance metrics for executive and director compensation. The compensation should be based on established and clearly documented performance-based metrics.
8. For any public organization, transparent disclosure of executive and director
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compensation is an essential component of good governance. In order to demonstrate accountability to stakeholders, organizations must employ disclosure practices that clarify and publically make known the roles and responsibilities of board and management and the director’s salaries. They must also implement procedures to independently verify and safeguard the integrity of the company's financial reporting - including board compensation reports. Disclosure of material matters concerning the organization should be timely and balanced to ensure that all investors have access to clear, factual information .Board committees hold meetings regularly so the members of a board of directors can make decisions regarding the direction of an organization as per the framed set of rules. They are held at definite intervals to consider policy issues and major problems. They are usually presided over by an organization’s chairman or his or her appointee. They must meet the quorum requirements. All directors (even if absent) are bound by collective responsibility to the resolutions of the board committee. Deliberations and meeting agendas must be recorded in board meeting minutes. 9. Meeting agendas are fundamental to the success of a board committee meeting. Usually a one-page document, the board meeting agenda sets the tone, pace, and content of a board meeting, eliminating any unwanted surprises. A well-written meeting agenda should make it clear what will be covered during a board meeting: Each topic should be clearly
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articulated. The length of time expected for any topic, and the member responsible for the discussion should be indicated. 10. Board meeting minutes are prepared as a follow up document that is made available to all relevant stakeholders. They must include the statutory requirement of providing and to preserve an accurate and official record of decisions made and actions taken. Meeting minutes also must demonstrate the fiduciary duty of directors, and serve as prima facie evidence. It should be accurate - reflect what happened at the meeting, what decisions were made and who made them. It should be made accessible, make important information easy to find, easy to understand and easy to use. It is desirable to use uniform style, consistent formats, processes and language. THE GOVERNMENT GOVERNANCE
and
GOOD
11. So also the Government. In the case of Government it is no way different. The Government should enable Transparency, Access to Public Information and Good Governance. The Transparency process has a threefold purpose: 12. Expand and strengthen transparency in public activity, which is set forth as an obligation at every level of the public administration and public agencies; Public Accountability is the obligation of authorities to explain publicly, fully and fairly, before and after the act, how they
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are carrying out responsibilities that affect the public in important ways. 13. Recognise and guarantee access to information, which is regulated as a farreaching right; and Establish the good governance obligations to be met by public officials, as well as the legal consequences of noncompliance, which become a requirement of responsibility for all those carrying out public activities. 14. Holding to account means obtaining from authorities the public explanations when we need them, validating the reporting for its fairness and completeness and doing something sensible and fair with explanations given in good faith. 15. The openness of decisions and actions and their free flow of information are essential for transparency. Therefore, Accountability cannot be done without Transparency. Appropriate checks and balances (scrutiny), the right control mechanisms could enable more accountability. 16. Governments today are being challenged to find ways to improve their service levels. Limited by internal processes and procedures that were developed before the digital age, agencies must nevertheless respond to increased citizen expectations, growing security concerns, and demands for greater accountability – often without increased operating budgets. Earlier investments in technology helped to streamline internal workflows, but agencies continue to struggle with how to use technology to
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best interact with citizens, businesses, and other agencies. 17. With the advent of Information Technology, the Central and State Governments and Public Sector Undertakings are putting critical information online, automating once cumbersome processes and interacting electronically with their citizens – eg. Citizen’s Charter, matters coming under the purview of Right to Information Act, etc., resulting in transparency and accountability of their activities. The adoption of ICT brings hope that government can be transformed and forward-looking officials everywhere are using technology to improve their governance and public accountability – to outreach the members within a few seconds with improved connectivity through their websites, e-mails, egovernance etc. 18. E-Governance system with improved management mechanism will ensure professionalism and enhance productivity through systematic management of audit and help detect any deviations in near real time when the project is in progress and provide solutions so that the objective is met well in time PUBLIC PARTICIPATION - THE CIVIL SOCIETY. 19. Probably the Civil Societies can be utilized to achieve better results. In the case of Business Entities Stakeholders can do a lot in keeping the business activities in goods stead. Greater interaction between Institutions and civil
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society organizations is likely to lead to stronger oversight by both sets of institutions – and that this interaction will strengthen the country’s governance framework, public accountability and the effectiveness and efficiency of its antipoverty programmes. 20. The civil society organizations can augment the efforts of public awareness and greater scrutiny. Civil society organizations can build citizen literacy on public administration and robust financial management. Civil society organizations have the networks and expertise to detect potential cases of corruption and to report these to regulatory institutions. Civil society organizations can improve the limited oversight capacity in institutions to undertake performance, procurement and environment concerns. Civil society organizations (together with legislatures/parliaments) can monitor and build pressure on the executive to implement the best practices. OPEN GOVERNMENT. Empowerment of Citizens and Public Trust are twin stamps of Open Government. Engaging civil society in legislative participation will definitely boost transparency and help to curb corruption. Give rise to incentives to enhance efficiency in departmental spending. Foster consensus about difficult budget choices and foster accountable and responsible government. Ensure HighQuality, Effective, Efficient, Transparent, Accountable, Economically and Physically Accessible and Nondiscriminatory Delivery of Public Service.
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21. Increases the public trust and establish a system of transparency, public participation and collaboration. Openness will strengthen democracy and promote efficiency and effectiveness in democratic Government.
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22. Rule of Law will prevail above all. This paves way for Open Government where systems integrate, probity in public work improves and equity is strengthened. P.S. The author compiled the materials from various sources of authenticated documents.
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Corporate Governance: An Art or Science? Dr.J.Sadakkadulla Former Regional Director, RBI When I first heard of the term ‘Corporate Governance “ , I thought that it was just another Management Jargon , making Common sense Complicated, as Boards and Directors were always there , ever since companies came to existence. But my own experience as Nominee Director in State bank of India Group for six long years and my present tenure in a new generation bank and couple of other companies as Independent Director has made me believe Corporate Governance is something more than what was existing in the Corporate world since the days of Controller of Capital Issues! This paper is an outcome of that encounter.
1.CII Code on Corporate Governance (1998)
Evolution of Corporate Governance in India
Basel Committee on Banking Supervision , based in Switzerland has come out with lot of Corporate Governance , which is mandatory for banks around the globe including India. So also with adoption of International Financial Report standards in Indian companies including in Banks , our Corporate Governance standards will go up.
Corporate Governance in India has evolved as businesses evolved and also with an attempt to stay on par with the International Standards set by various Apex bodies for different sectors globally . In India, the Origin of the Concept of Corporate Governance can be traced to the Company Laws, 1956. Again based on the Global developments in Corporate Governance such as Treadway Commission, Cadbury Committee, Paul Ruthman Committee , Greenbury Committee, Blue Ribbon Committee and Hampel Committee, the following major initiatives were launched in India:
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2. Birla Committee on Corporate Governance (1999) 3.Naresh Chandra Committee Report Corporate Audit and Governance (2002)
on
4. Ganguly Committee Report on Corporate Governance (2002) 5. Narayana Murthy Committee Report on the Corporate Governance incorporating Clause 49 of Listing Agreement etc.( 2003) In fact Satyam Saga has really shocked the entire Corporate Governance scene in India.
Essential Components Governance
of
Corporate
The following are considered elements essential for any Corporate Governance framework:
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i)
ii)
iii) iv) v) vi) vii)
Powers vested individually and collectively with different categories of Directors Appointment and removal of Directors including at superseding of Board by Regulatory authorities. Board’s Independence and Executive Performance Monitoring. Adherence to various compliance standards and its accountability Financial and Operations reporting Audit Committee of the Board’s authority Risk Management
Performance of Boards There are Boards that deliver! Of course there are warring boards with internal groups. In general the diverse perspectives of the Directors including their networking across the Industry and beyond brings perspectives to the efficient board functioning and its Performance. That’s where the question whether Corporate Governance is an art or Science assumes importance. For larger part it is Art of management of the affairs of the Company and its various stake holders. Especially when the Directors with vested interest quarrel it’s the skillsets of CEO that matters in problem solving and see that the agenda is not high jacked but at the same time get the business going. At the same time the success lies in system evolving scientifically without much scope for misinterpretation. Thats where Corporate Governance is more of science !
beyond adequate capital requirements and Supervisory Review as other Pillars. I would rather advocate moving even beyond that to shift from External Regulations to Internal systems of controls and Risk Management for effective Corporate governance! Bibliography 1. Principles of Corporate Governance : (OECD, 1999) 2. Report of Corporate Governance Committee appointed by SEBI ( Chairman KM Birla 2000) 3. Report of Corporate Governance Committee appointed by SEBI ( Chairman NRN Murthy 2002) 4. Boards that deliver ( A book by Ram Charan 2012)
By way of Conclusion Basel Committee for Banking supervision advocates Nirvana in disclosure standards for banks by prescribing Market Discipline as a third Pillar of Basel Regulation Standards ,
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INVESTIGATION OF TWIN-CYLINDER IC ENGINE VIBRATION Jonathon Eaton Master of Science University of North Dakota, College of Engineering and Mines Mechanical Engineering, Grand Forks, ND 58202, USA j.eaton674@gmail.com Djedje-Kossu Zahui Associate Professor University of North Dakota, College of Engineering and Mines Mechanical Engineering, Grand Forks, ND 58202, USA dk.zahui@und.edu Abstract — This paper presents the simulation and analysis of the dynamic of a twin-cylinder internal combustion engine, with focus on balancing the shaking forces and moments in order to reduce vibrations. Low vibrations are critical to engines longevity and usability. Therefore, the work discussed herein uses nine different engine configurations to reduce first order vibrations. These are vibrations purely due to the reciprocating masses of the engine. The second order vibrations due to the kinematics of the slider crank mechanism are studied and controlled using five geometry changes. First, we briefly discuss the fundamentals of internal combustion engine vibrations in the context of shaking forces and moments, then we use Virtual Engine software package from FEV to simulate and analyse a twin-cylinder engine. The proposed simulations allow us to analyse the influence of engine configuration as well as effects of changing components such as piston mass on the vibration characteristics of the engine. The results show how the addition of balance shafts can greatly lower engine vibrations or how choosing a configuration to fit the application can further effect vibration of engines such as a 90o Vee twin with naturally low vibration. Additionally, we show in our simulation the effect of low mass crank, conrod, and piston on shaking forces and moments. Keywords: Engine, Vibration, forces, shaking moments.
twin-cylinder,
shaking
I. INTRODUCTION Most mechanical systems that are subject to timevarying disturbances encounter vibrations. In order to design and build mechanical equipment, one must first predict and control those disturbances. The most
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common variables measured on a vibrating structure are mode shapes, accelerations, and displacements. These parameters are very important in building a machine that is comfortable for the operator. This is no different for internal combustion engines. In fact, an internal combustion engine can be the best opportunity to reduce or heighten vibrations. Internal combustion engines are found in the majority of items that allow us to enjoy life [1]. They are found in everything from our automobiles to our lawn care equipment. Some of the most common engines used today are of the single or twin cylinder configuration. These small engines are often placed in smaller equipment or vehicles and have the potential to be used by an operator for hours at a time. The majority of these internal combustion engines are of the reciprocating piston type. One particular type that we will focus on in this work is the twin cylinder engine. Some of the most common places for a twin cylinder engine configuration are in motorcycles, snowmobiles, all-terrain vehicles, mowers, etc. This is due to the overall packaging, performance characteristics and maintainability of these engines. Engine of the reciprocating piston type produce a lot of vibration [2]. To eliminate as much vibration as possible, a balancing system is often needed [3]. If the engine is not balanced internally, the forces will pass from the piston through the connecting rod and into the crankshaft. At that point, they will transfer through the main bearings and onto the crankcase. From the crankcase they pass into the frame through the engine mounts and lastly to the rider
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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019 in the case of motorcycle application. The rider can then feel these forces as an annoyance or even as severe as an inability to ride the product. Having a smooth-running engine isn’t the only factor in creating a happy owner. The owner of the vehicle also wants longevity and performance out of their engine. A balanced engine, with less shaking forces and moments will result in less wear on the internal components therefore, in this paper, we will learn about engine unbalance, what causes it and how we can cope with it, as well as study various twin cylinder engine configurations and how each effects vibration. II. ENGINE VIBRATIONS A smooth-running engine has multiple advantages ranging from comfort and longevity to higher RPM operation and thus increase power output. A smoothrunning engine is also less noisy and more efficient [4]. However, vibrations and harshness are inherent to internal combustion engines due to their intermittent combustion process and internal configuration [5]. These vibrations can be classified as 1/2 order, 1st order, and 2nd order [6]. In general, the designation of order is used to track the relationship between response (vibration and/or noise) created by a rotating component and the rotation RPM. So, for example a 4-stroke single cylinder engine fires once every two revolutions of the crank, thus the vibration created by the combustion is termed a 1/2 order vibration. Another type of vibration in an engine is from the reciprocating masses. These forces shake the engine once every crank revolution and therefore are referred to as primary or first order vibrations [7]. For engines, the whole order definition breaks down when discussing second order vibrations because they are supposed to refer to shaking forces or moments occurring twice in one crank rotation. But second order vibrations are due to kinematic configuration of the slider-crank mechanism. The piston must travel a longer distance in one of the halves of the crank rotation than on the other half. Which will result in an alternation of faster and slower speed. Consequently, unequal inertia forces are created with the accelerations and decelerations of the piston in each of the halves of its path [8] resulting in vibrations termed second order vibrations. Commonly, only the first and second order vibrations are discussed, and manufacturers effort has been to
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control these vibrations internally with reductions in rotating and reciprocating masses, engine configurations and balance masses and shafts [9]. Externally, vibration isolating engine mounts are used [10]. These processes are discussed elsewhere in literatures [11]. As previously stated, our objective in this paper is to investigate first and second order vibrations in a twincylinder engine and explore the effect of light components and balance shafts on their vibration characteristics. We also have considered the effect of engine configurations on shaking forces and moments. III. ENGINE MODELLING The engine is modelled using Virtual Engine by FEV [12]. The software allows the user to create virtual prototypes of engine subsystems and analyse them like you would a physical prototype. Using Virtual Engine, you can quickly create virtual models of crank trains, as well as valve trains, accessory drives, etc. due to its modular modelling approach and then analyse the models to understand their performance and behaviour. The main benefit of using FEV Virtual Engine is that it enables you to work faster and smarter by letting you have more time to study and understand how design changes affect performance. The software allows user to explore the performance of engine designs and refine the design before building and testing a physical prototype. Virtual Engine provides a modular modelling approach allowing the analysis of subsystems. Each subsystem is derived from a template, which acts as a blueprint and defines the topology. Subsystems can then be adjusted and refined to varying fidelities as appropriate for the analysis. Being we will be focusing our engine balance analysis on a two-cylinder gasoline internal combustion engine; we can build a template using generic dimensions. This generic template is then brought into a subsystem to input specific dimensions and properties from an initial design. Most analysis are completed after the first set of CAD is finished. This gives the closest geometry of what the designer is hoping for. At that point, the inertia and mass properties are taken from CAD and used to build a model in Adams. We can then adjust the balance of the crank and balance shaft to get a well-balanced engine designed for the given situation. For the balance study that is conducted in this paper, we began by building a generic Vee twin engine with three balance shafts. The assembly is shown in Fig. 1.
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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019 With the baseline model build, different simulations are performed to study what could increase or decrease the shaking forces on the engine. First, individual components are modified in order to reduce 2nd order vibrations and then different engine layouts are considered to alter 1st order shaking frequencies. IV. REDUCING SECOND ORDER VIBRATIONS
Fig. 1. FEV VE Vee-twin model This model is initially built in the generic fashion. It is attached to a dyno at the crank and has a fuel map for combustion pressure to power the engine. The balance shafts can be disabled and enabled as needed for the work presented here. The first study that is going to be performed will be using the inertial properties of a known motorcycle engine. The crankshaft is hand balanced to 50% thus a balanced shaft with a 50% balance factor is also built into the model. This will give us a baseline on engine vibration that a rider finds acceptable and enjoyable. The baseline engine data is shown in Table 1.
As previously discussed, second order vibration results from accelerations and decelerations of the reciprocating masses. These forces are caused by the way the crank, rod, and piston interact. They are higher frequency events and the type that make motorcycle rider hands numb. Using light weight pistons and rods can reduce second order vibrations. Five different changes are made to alter the balance of the Virtual Engine model. The results can be used in deciding whether using parts like titanium connecting rods is worth the extra cost of manufacturing. The five studies performed in this section are: titanium pins, 2 ring piston (changed from typical 3 ring piston), aggressive piston weight reduction, titanium connecting rods, and brushless connecting rod. The parameters for each study are shown in Table 2. Table 2 Parameters for Component Study
Table 1 Baseline Engine Simulation Data
Being the reciprocating mass is changing in each study, the crankshaft has to be rebalanced to eliminate any primary forces. All crankshafts are kept at a 50% balance factor, as well as the balance shaft. Each configuration will be run at a cruising speed of 2931 rpm as well as a wide-open throttle speed of 9000 rpm. The shaking forces and moments for each engine are analysed and discussed. The results are shown in Tables 3 and 4 and Figs. 2 and 3.
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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019 Table 3. 2931 RPM Component Results
2931 RPM Peak Results Vertical Force Pk-Pk (N) Horizontal Force Pk-Pk (N) Yaw Moment Pk-Pk (N*m) Pitch Moment PkPk (N*m) Roll Moment Pk-Pk (N*m)
Std Tball
Bal Balanced Balanced Light Bal Tit Con Bal 2 ring Bushless Aggressive Pin Rod piston Con Rod Piston
1,058
995
888
995
1,046
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1,038
968
880
968
1,024
942
58
54
45
58
57
53
57
54
46
59
57
53
932
928
1,000
948
932
925
Fig. 3. 9000 RPM Component Results
Fig. 2. RPM Component Results
From the results in Table 3 and 4 and Figs. 2 and 3, it can be seen how changing the masses of key components (piston, connecting rod, piston pin) affect the shaking forces and moments. The cost of the different piston, pin or connecting rod would have to be weighed with the benefits seen in the graphs. The changes are not drastic and may not be noticed by the operator. Depending on the end goal, this slight decrease could be effective. The titanium connecting rod reduces the shaking forces as well as the pitch and yaw moments, but in turn it increases the roll moment slightly. On the other hand, reducing the reciprocating mass of the system by using a titanium piston pin or an aggressive piston mass reduction can reduce all the forces and moments when comparing to the baseline results
Table 4. 9000 RPM Component Results
9000 RPM Peak Results Vertical Force Pk-Pk (N) Horizontal Force PkPk (N) Yaw Moment Pk-Pk (N*m) Pitch Moment Pk-Pk (N*m) Roll Moment Pk-Pk (N*m)
Std Tball
Balanced Light Pin
Balanced Tit Con Rod
9,974
9,380
8,370
9,387
9,861
9,102
9,794
9,142
8,306
9,134
9,656
8,892
542
511
420
550
536
497
539
510
432
556
533
497
3,163
2,764
3,437
3,099
3,128
2,924
Balanced Balanced Balanced Bushless 2 Ring Aggressive ConRod Piston Piston
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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019 V. REDUCING FIRST ORDER VIBRATIONS In this section of the simulation, we are going to study the effects of different engine configurations. These are going to include: adding a second 1st order balance shaft, adding a 2nd order balance shaft, a split pin crankshaft, a 90-degree V-twin, parallel twin in both 180and 270-degree firing orientation, and lastly a boxer configuration.
A. 60 DEGREE V-TWIN ENGINE SINGLE 1ST ORDER BALANCE SHAFT This is the most common configuration that is used by many of the top motorcycle companies. This is also the baseline used herein. In Fig. 4, we can see how the model is setup with the dual balance shafts. The second shaft is placed at the front of the engine the same distance as the baseline. The balance shaft is reduced to 25% balance factor. This should reduce some moment.
design to produce, but depending on the application it might be necessary. C. 60 DEGREE V-TWIN ENGINE WITH A SPLIT CRANK PIN In this split crank analysis, we will look at two different iterations. The first is a 90 degree split and the second is a 30 degree split. The 30 degree split will mimic a 90 degree Vee due to the 60 degree cylinder angle. This should be the better of the two designs and we will review it in the results section by looking at the models built in Fig. 6, we can see how the 30 degree split crank looks like it will perform better. The connecting rods are operating at close to opposite angles similar to a 90 Vee.
Fig. 5. 60 Degree V-Twin; 2nd Order Balance Shaft
Fig. 4. 60 Degree V-Twin; Dual Balance Shaft Setup
B. 60 DEGREE V-TWIN ENGINE WITH A 1ST ORDER BS AND A 2ND ORDER BS Figure 5 shows the setup for an engine with a 2nd order balance shaft added. The baseline eliminated primary forces and now this added balance shaft will eliminate the secondary forces. This is done by spinning the shaft in the same direction as the crankshaft at twice the velocity. This would also make a more complicated
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Fig. 6. Split Crank. Left: 90o split. Right: 30o split.
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INTERNATIONAL JOURNAL OF INNOVATIVE TECHNOLOGY AND CREATIVE ENGINEERING (ISSN:2045-8711) VOL.9 NO 10 OCTOBER 2019 D. 90 DEGREE V-TWIN ENGINE This is the configuration that was discussed earlier. One of the simplest engine configurations there is to model as well as manufacture and seen on Fg.7. E. PARALLEL TWIN: 180 DEGREE AND 270 DEGREE FIRING The parallel twin will be analysed in its two most common configurations. The 180 degree and 270 degree firing offset. This translates to 180 and 90degree crank pin respectively. Both setups have a balance shaft that spins opposite the crank in order to eliminate primary forces. The two configurations can be seen in Fig. 8.
lying flat in the horizontal plane. The only thing that could be concerning about this layout would be the roll moment. G. SIMULATION The largest take away from the results of this study is how dependent secondary vibration is to the engine configuration. It is tied to the specific geometry and is a lot more difficult, and expensive, to reduce. The second note to remember is that these configurations are theoretical and were balanced by hand, followed by multiple iterations to reduce the primary unbalance. There is room for further refinement to reduce shaking forces and moments by spending more time balancing each configuration and building more specific, production ready, geometry. Each configuration is the best in its own situation or goal at hand. If reducing shaking forces is the end goal, adding a 2nd order balance shaft to the current baseline configuration would be the best route, both in the vibration standpoint as well as the cost standpoint. This is done by adding the balance shaft between the Vee spinning the same direction as the crank at 2x speed. This results in reducing the shaking forces to close to zero, all while not increasing the moments. The results are shown in Tables 4 and 5 and Figs. 10 and 11.
Fig. 7. 90 Degree V-Twin
Fig. 8. 180o Firing and 270o Firing Parallel Twin. F. BOXER TWIN The boxer engine of Fig. 9 is one of the easiest configurations to model and analyse. It is essentially a parallel twin with the cylinders laid down 180 degrees from each other and firing at the exact same time. Firing at the same moment will eliminate any horizontal shaking forces and there is no vertical due to the engine
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Fig. 9. Boxer Engine Configuration
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Table 4. 2931 RPM Configuration Results VI. CONCLUSION In this paper we investigated the vibrations of a twincylinder internal combustion engine due to engine configuration kinematics and inertial forces. Using a baseline motorcycle engine, five iterations were conducted to reduce the second order vibration. These changes include titanium pins, 2 ring pistons (changed from typical 3 ring piston), aggressive piston weight reduction, titanium connecting rods, and brushless connecting rod. The results show a noticeable reduction in the shaking forces and moments when compared to the baseline. For the first order vibrations problem, nine different configurations in combination of the angles between the connecting rods and balance shafts were investigated. The results suggest that careful engine configuration and the addition of balance shaft greatly reduces engine vibrations and consequently provides better rider experience and engine longevity. ..
Fig. 10. 2931 RPM Configuration Results
Table 5. 9000 RPM Configuration
Fig. 10. 9000 RPM Configuration Results
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[2]
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Canudas-de-Wit, C. (2003). Dynamic friction models for road/tire longitudinal interaction. vehicle System Dynamics, 39(3).
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FEV, Virtual Dynamics, Advanced Simulation Software for dynamic analysis of the complete powertrain, driveline, and its components.
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