E-Xstream Engineering Accelerates Pace Of Engineering Innovation

As new technologies place new demands on the powertrains, smaller and lighter designs pose new structural challenges in the powertrain and thus the need for new materials.

This white paper shows how structural simulations can be used in the SIMULIA software to design, analyze, and optimize powertrain components in isolation from the integrated parts of the vehicle system.

Much emphasis has been placed on time, market, and cost reduction, which in turn can limit the design space that engineers can explore. New materials and manufacturing processes further expand the scope of design and potentially offer a competitive advantage, but require new design paradigms. To maintain the same level of competitiveness vis-à-vis technological adversaries that has existed since World War II, the ministry must develop and integrate new capabilities into the process to better mitigate the challenges posed by emerging and surprising technologies.

Indeed, the services are taking a new approach to manage their core competencies on the basis of changing doctrine and the changing nature of warfare. This approach was followed by establishing cyber as the department's core competence and developing the United States to prevail in the cyber domain. DoD has developed cyber warfare as a new service and established the United States Cyber Command as a unified command to address the challenges of cyber warfare.

In this way, the Ministry adapts to the existing culture and develops and focuses on its core competencies to face emerging challenges on the battlefield. The same approach is being taken to innovate and fill the gaps in capability associated with the changing nature of warfare and the rapidly changing technologies of the future.

The Innovation STEM (STEM Career Field), which would cover a wide range of technical and technical skills in engineering, science, technology, engineering, and mathematics, will operate in small teams within the Joint Force. This requires the cultivation and development of a strong and diverse workforce of engineers, scientists, mathematicians, computer scientists, and other technical professionals.

DoD has become a dominant multi-domain over the past seven decades, with a complacent culture that has accepted the norms of the past 70 years and even expected them to survive in the future. Although it is common practice in all departments to bring together experts in certain sectors, this does not apply to all of the above-mentioned skill sets, which significantly impedes DoD's ability to quickly take innovative action and close emerging capability gaps. There is no formal process for recruiting, developing, and retaining workers with these skills and making them core competencies within the department.

The ministry must adapt the way it integrates new capabilities to adapt quickly and retain the ability to maintain its competitive advantage over its adversaries in the future. Technologies that quickly integrate and replicate with opposing forces and change the nature of warfare will not bring the technological advances needed to increase the lethality of tomorrow's join forces on the battlefield. Nor will it eliminate the benefits that the US once enjoyed if it fails to introduce new technologies, such as electronic warfare, cyber warfare, and cyber defense, and continues to rely on what has been successful in the past.

Digital transformation has been a key driver of organizational change for more than a decade. It is not surprising, therefore, that the very technologies that enable us to adapt to and mitigate the disruptions caused by pandemics are not only the result of technological innovation but also innovation in the technology itself. Along with other massively transformative technologies, cloud computing, artificial intelligence (AI), and machine learning are at the heart of this generational, forward, and evolutionary leap.