ford

Tell me about yourself

I’m a recent mechanical engineering graduate from Michigan State, where I developed strong skills in CAD design and hands-on manufacturing. What I’ve really enjoyed is taking projects from concept all the way through testing and build. That’s why Ford excites me — especially this cockpit and trim role, because it’s not just about making something that works, but also about how the customer will see, touch, and experience it every day. That blend of technical problem-solving and user-focused design is exactly what motivates me

In this role, you’ll be working with a lot of different teams — design, manufacturing, suppliers. Can you tell me about a time you had to collaborate with a diverse group of people to get a project done?

“In my capstone project, I led my team in redesigning a medical cart, but our work had to integrate with two other teams — one designing the transport van and lift gate, and another handling storage solutions. For example, when we replaced the wheels, I reached out to the van team to confirm our choices would fit properly with their lift system. Coordinating like that was critical, and I made sure to set up early touchpoints with the other teams so nothing came as a surprise late in the project. What I learned is that collaboration isn’t just about sharing updates — it’s about proactively checking alignment early, and that’s something I’d bring into a role here at Ford.”

Why do you want to work at Ford?

I would love the opportunity to work at Ford because throughout my projects at MSU, I’ve really enjoyed the full process of taking a concept through design, testing, and manufacturing to solve real problems. What excites me about Ford is the scale of impact. The work I do here wouldn’t just be a design on my screen — it would become something millions of people interact with in their daily lives. I’ve really enjoyed the process of taking projects from concept to testing to manufacturing, and Ford’s focus on innovation and quality matches exactly what I want in my career.

What interests you most about cockpit and trim design?

I like that cockpit and trim parts are something the customer interacts with directly. It’s not just about making a part that works — it’s about how it looks, feels, and fits into the overall vehicle. I enjoy that balance between technical design and the user experience side.

How do you like to work — independently or in teams?

I like a mix of both. I’m comfortable taking ownership of my own tasks, but I also really value the energy of a team environment. In my capstone, I led the team, and while I handled some major pieces myself, the best results came when we collaborated and combined ideas.

Tell me about a time when you disagreed with the actions or decisions of your manager or supervisor. How did you approach the situation? Was the situation resolved to your satisfaction or did nothing change?

In one of my classes, we were tasked with designing a 4-bar linkage that would take a 1-lb input and produce a much larger output force. Our professor didn’t think the idea my team had drawn up would work. I respectfully explained some of the math behind it and used an analogy to show why it should function. At first he wasn’t convinced, but after my explanation he agreed to let us move forward. We built it, and it worked great in the end. That experience taught me the importance of backing up my ideas with data and clear communication — and also how to disagree respectfully while still moving the project forward.

At McDonald’s I usually worked day shifts, but occasionally I helped out on nights. I noticed sometimes things weren’t made the right way or corners were being cut. Instead of calling people out, I focused on doing my part the right way — double-checking orders, making sure items were prepared correctly, and quietly setting an example. Over time, a few coworkers started following my lead. It taught me that even if I don’t agree with how things are being done, the most effective approach is to lead by example and show the standard you expect.

What is your greatest weakness

One area I’ve been working on is not taking on too much myself when I’m in a leadership role. For example, in my capstone project I started out handling most of the communications, files, and design work because I wanted everything to be done right. But I realized that wasn’t the most efficient approach, and it wasn’t giving my teammates the chance to contribute as much as they could. So, I made a point to delegate more, trust others with key tasks, and set up clear communication. It made the team stronger and helped me grow as a leader. I’m still mindful of it today, and I actively focus on balancing responsibility and collaboration.

What do you hope to get out of this job?

What I hope to get out of this job is the chance to grow as an engineer while contributing to meaningful projects at Ford. I’ve always enjoyed taking a design from concept through manufacturing, and this role gives me the opportunity to do that in a real-world setting on products that impact millions of people. I’m excited to build on the CAD, analysis, and problem-solving skills I developed at Michigan State and apply them to interior systems. I also want to learn from experienced engineers, get exposure to launch and manufacturing processes, and continue developing into someone who can take on more responsibility in future programs. Most of all, I want to do quality work that I can take pride in and that helps strengthen Ford’s reputation for building reliable, innovative vehicles.”

How do you handle a conflict with a coworker or difficult client

For example, in my capstone project, we had a disagreement about the best way to design the handrail attachment for our medical training bed. Instead of letting it turn into an argument, I organized a meeting where everyone could share their ideas, and we put together a decision matrix to compare options against the client’s requirements and our cost and manufacturing constraints. That process helped us pick the best solution objectively, and everyone felt included in the decision. For me, it’s about focusing on the shared goal, communicating respectfully, and finding a solution that works for the team or the client.”

During your work experiences, tell me about a time when you demonstrated that you have the ability and desire to work effectively with your coworkers.

In my senior capstone project, I stepped up to be the team lead because I really care about getting the job done right. Early on, we had an issue where one teammate was missing meetings. Instead of just getting frustrated, I pulled him aside to talk one-on-one and learned he had a lot of other commitments and was struggling with last-minute scheduling. To help, I organized a group meeting where we scheduled all of our important project meetings for the rest of the semester. That way he could plan ahead and have them marked on his calendar. After that, attendance improved, and the team worked much more smoothly together. That experience taught me the value of communication and adapting as a leader to support your team so everyone can contribute effectively.

During your work experiences, tell me about a time when you demonstrated that you have the ability and desire to work effectively with your coworkers.

As the team lead for my senior design project, I had to coordinate with a group of students who all had different working styles. Early on, I realized I was taking on too much myself, so I made an effort to delegate and let others take ownership of pieces of the project. This helped everyone grow their skills, and we ended up working together much more efficiently. That experience reinforced to me that working effectively with others means trusting them and giving them space to contribute

What kind of car do you drive and why did you choose it?

drive a 2013 Ford Fusion that has about 160,000 miles on it and it’s still going strong. I originally chose it because I really liked the look of the exterior design, but over time I’ve been pleasantly surprised by how reliable it’s been. Even with the high mileage, it runs smoothly and hasn’t given me any major issues. It’s comfortable, efficient, and has shown me firsthand the level of quality and durability Ford puts into their vehicles. That makes me even more excited about the opportunity to contribute to a company that builds products people can count on for so long.

What motivates you to do your best work?

I’m motivated by solving problems that make a real difference. When we delivered our final design to the capstone client and saw how excited they were to use it, that was a big motivator for me. Knowing that the work I do will improve people’s experience with their vehicles would drive me in the same way.

Where do you see yourself in 5 years?

In 5 years, I’d like to be a well-rounded design engineer at Ford, with experience across multiple programs, and ideally mentoring new grads the way I’ll be mentored when I start.

Tell me about a project where you designed something from concept to prototype.

In my capstone project, my team designed improvements for a medical training cart and bed system. As team lead, I coordinated with the client, organized meetings, and contributed to design and manufacturing. One major challenge was redesigning the handrails so a single person could attach them more easily. We brainstormed, built a decision matrix, and ultimately designed wooden alignment pins. I even went out to get materials myself so we could finish under a tight deadline. In the end, the client was really happy with the design.

How do you make sure your designs are manufacturable?

I keep manufacturability in mind from the start by thinking about how the part will actually be made. I try to keep designs simple, avoid unnecessary complexity, and make sure tolerances are realistic. I also like to get feedback early — whether from shop staff, teammates, or suppliers — so I can catch issues before they become a problem.

Suppose a supplier tells you their part won’t be ready on time — what’s your first step?

My first step would be to gather details from the supplier — what’s causing the delay, and what the new timeline looks like. Then I’d communicate that to my team and manager so we can adjust or see if there are alternatives, like temporary solutions, substitute materials, or design adjustments.

You’re working on a design, and your manager asks for a quick change that you’re not sure will work. How do you respond?

I’d be upfront but respectful — something like, ‘I can make that change, but I’d like to double-check how it affects manufacturability or assembly.’ That way I’m responsive but still making sure the quality of the design isn’t compromised.

If you’re working on three different tasks with tight deadlines, how do you prioritize?

I’d look at which deadlines are fixed and which tasks have dependencies — for example, if someone else is waiting on my part to continue. I’d tackle the highest-impact or time-sensitive items first, and communicate with my manager if I thought I needed to shift priorities.

Walk me through how you’d approach a design problem if you didn’t know where to start.

I’d start by breaking the problem down into requirements and constraints — what does the design need to do, and what limits do I have for cost, manufacturability, or materials. Then I’d brainstorm possible solutions, sketch them out, and evaluate them against the requirements. If I was stuck, I’d research examples or ask colleagues for input. That’s basically how I approached the handrail alignment problem in my capstone — defining the need, exploring options, and narrowing down to the best solution.

Tell me about a time you had to explain a technical concept to someone without a technical background.

In my capstone project, we had tables set up on design day to present our work, and a lot of the people walking by were parents or people without an engineering background. I really enjoy using analogies in those situations to make the concepts click. For example, when I explained our wheel configuration, I compared it to a shopping cart — we had two fixed wheels on the push side and omni-directional wheels on the far side, so it maneuvered in a similar way. People instantly understood, and it made the technical design more accessible.

What role do you usually take on in team settings?

I often step up as the organizer — I make sure communication is clear and tasks are moving forward. That’s what I did in my capstone as team lead. But I’m also comfortable being a contributor if someone else is leading — the main thing is helping the team succeed.

Tell me about a time you solved a problem under pressure.

In my capstone project, we met with our client two weeks before design day to show them our progress. They were very happy with our work, but they asked for an additional improvement — making the handrails easier to align and attach to the bed for a single person. This was outside the original scope and we only had two weeks left, plus some challenges transporting the equipment to our school shop.

As team lead, I quickly organized a meeting the next day to brainstorm solutions. We came up with the idea of adding wooden alignment pins to the spacer blocks already in place. Since we didn’t have time to order new supplies, I went to the store myself to buy the dowels so we could start right away. We installed the fix, tested it, and it worked smoothly.

In the end, we not only met the original requirements but also delivered the added improvement for the client. The key factors were clear communication, quick decision-making, and staying flexible under pressure — all of which I’d bring to a role like this where issues can come up late in the process.

You’ve designed a plastic trim part, and during assembly at the plant they report it isn’t fitting correctly with the surrounding components. How would you approach identifying and solving this issue?

The first step I would take is to inspect the issue directly — either in person at the plant or through detailed pictures and measurements. I’d want to understand exactly what’s not fitting and where the interference is happening.

Next, I’d work with the manufacturing team to confirm whether this is a one-off quality issue or a consistent problem. If it’s consistent, I’d compare the physical part dimensions against the CAD model and drawing to check tolerances, GD&T callouts, and assembly constraints.

If the issue comes from design, I’d adjust the CAD and update the release to correct it. If it’s manufacturing-related, I’d collaborate with the supplier or plant to correct the process. In either case, I’d document the root cause and corrective action to prevent the problem from repeating.

Overall, my approach is to be hands-on, data-driven, and collaborative so we can solve the immediate issue quickly while also improving the long-term design or process.

Can you explain what GD&T is, and why it’s important in part design and manufacturing?

GD&T stands for Geometric Dimensioning and Tolerancing. It’s a standardized way of defining the allowable variation of part features so that even with manufacturing differences — like shrinkage or machine calibration — the parts will still assemble and function as intended.

For example, in a project at MSU where we designed and 3D printed a phone case with a card slot, I had to account for tolerance by leaving extra clearance so the card would fit even if the printer wasn’t perfectly calibrated or the material shrank slightly. That same principle applies on a much larger scale in automotive — interior parts have to line up precisely across different suppliers and plants, and GD&T makes sure they consistently fit and meet quality standards

What factors do you consider when designing a plastic trim part?

When designing a plastic trim part, the first thing I consider is how it fits and functions with the surrounding components. That means making sure the packaging is correct, the tolerances allow for proper assembly, and the part can handle customer use without issues.

Second, I think about manufacturability. Since most interior trim is injection molded, that includes adding draft angles so it can be released from the mold, keeping wall thickness uniform to prevent warpage, and using ribs instead of thick walls to maintain strength. I also consider how the part will be assembled — for example, whether alignment features or snap fits are needed to make it easy for operators at the plant.

Finally, I look at material and quality factors. The material has to balance cost, weight, strength, and surface finish, since interior parts are highly visible to the customer. And of course, the design has to meet durability and safety requirements.

By balancing fit, manufacturability, and material considerations, you can design trim parts that not only look good but are also reliable and efficient to produce.

Tell me about a time you had to work with a team where people had conflicting ideas. How did you handle it, and what was the result?

In my capstone project, our team was redesigning a medical training cart and bed system. At one point, there was a disagreement on how to align the handrails so they could be easily attached by one person. Different teammates had different approaches, and we needed to settle on one direction quickly to stay on track.”

As the team lead, I organized a meeting where everyone could share their ideas openly. To make the decision more objective, I suggested we construct a design matrix and score each concept against the client’s requirements and our constraints for cost, manufacturability, and usability. This gave us a clear framework for evaluating the options instead of debating opinions.”

Through that process, we agreed on the alignment pin solution, which met the client’s needs and could be implemented on time. Because everyone had input in the decision and the process was transparent, the whole team supported the final choice. In the end, the design worked well for the client and strengthened our collaboration as a group.

You’ve been asked to design a new trim component for a vehicle interior. Halfway through development, the supplier reports that the material you originally specified is too costly and may delay tooling. How would you approach this situation?

First, I would review why the original material was specified — for example, whether it was chosen for strength, durability, weight, or safety. If those requirements can still be met with an alternative, then I’d research and propose comparable materials that are more cost-effective and won’t delay tooling. At the same time, I would communicate closely with the supplier to understand their constraints and get their input on viable substitutes. Finally, I’d present the options back to the team or program manager, weighing cost, performance, and timing, so we can make a decision that keeps the program on track without sacrificing quality.

During a vehicle launch, a supplier calls and says a critical trim part has a dimensional issue that could delay assembly. How would you handle this situation?

First, I would inspect the part myself to understand exactly what the dimensional issue is, either in person or using detailed measurements. I would communicate with the supplier to gather information on their process and see if it’s a one-off issue or affecting multiple parts.

If it’s a manufacturing issue, I would work with the supplier to identify the process problem and implement a quick corrective action to keep the assembly line moving. If it’s a design issue, I would review the CAD model, tolerances, and GD&T to determine what needs to be updated and release a corrected design as quickly as possible.

Throughout the process, I would keep the assembly team and program manager informed to minimize any impact on the launch schedule. My focus would be on solving the problem efficiently while also implementing measures to prevent it from happening again.

When designing an injection-molded plastic part, what are the key factors you consider to prevent warping or sink marks?

To prevent warping or sink marks in an injection-molded part, I focus on several key factors. First, maintaining uniform wall thickness ensures even material flow and cooling, reducing shrinkage and warpage. Second, incorporating ribs and gussets can strengthen the part without increasing wall thickness, helping distribute stress evenly. Third, I avoid sharp corners, which can cause stress concentrations and disrupt material flow; instead, I use fillets and rounded corners to promote smoother flow and reduce defects. Together, these design considerations help produce high-quality, reliable parts.

Tell me about a time you had to learn a new tool or process quickly in order to complete a project. How did you approach it, and what was the outcome?

In my rear axle project, I was responsible for ensuring that the axle could withstand the required forces, which required doing a finite element analysis in ANSYS. I had only used ANSYS once before for a training assignment, so I had to learn the software quickly to complete the project on time.”

Action: “I started by re-watching the tutorials we were given and reviewing past examples. I approached the FEA step by step, carefully setting up the model, applying loads, and checking my work at each stage to avoid errors that could slow down the process. I also consulted with teammates to verify assumptions and results.”

Result: “By learning ANSYS efficiently and methodically, I was able to complete a full FEA of the rear axle that verified it could withstand the required forces. The project was successful, and I gained confidence in picking up new tools quickly and applying them accurately — a skill I know will be valuable in fast-paced engineering environments like Ford.

During the production of a cockpit trim piece, the assembly team reports that some parts are not fitting properly. You check the CAD and all tolerances seem correct. How would you approach identifying and resolving the issue?

First, I would perform a root cause analysis, using tools like the 5 Whys or a fishbone diagram, to systematically identify why the parts aren’t fitting. I’d start by checking whether the issue is a manufacturing problem — for example, if parts are being produced out of tolerance — or a design issue that was missed in the CAD model.

I would inspect sample parts from the assembly line and compare them to the design specifications, and talk to the assembly team and supplier to understand their process and constraints.

Once the cause is identified, I would work with either the supplier or design team to implement a corrective action — whether that’s adjusting the manufacturing process, modifying the design, or updating tolerances. Finally, I would document the findings and solution to prevent similar issues in future programs.

Two days before a vehicle launch, the assembly team discovered that a new interior trim part wasn’t fitting properly.

Action: “I first inspected the part myself to see the issue firsthand, either in person or using detailed measurements/photos. I then coordinated with the assembly team and the supplier to gather information on production tolerances and assembly procedures. Using a root cause approach, I determined whether the problem was a design oversight or a manufacturing variation.

Once the cause was clear, I implemented a rapid corrective action: if it was a design issue, I made the necessary minor adjustments and released a corrected part; if it was a supplier issue, I worked with them to fix the process immediately. I kept the program manager and assembly team updated throughout, so everyone knew the plan and timing.”

Result: “The issue was resolved in time for the launch without delays, and documentation was created to prevent similar issues on future parts. The process reinforced the importance of clear communication, fast decision-making, and systematic problem-solving under pressure.

Tell me about a time when you identified a way to improve a design, process, or project outcome. What did you do, and what was the result?

In my capstone project, we needed to improve the handrail attachment on a medical training bed so that a single person could easily attach and detach it. This was an important client requirement that wasn’t fully addressed in the original design.”

Action: “I took the initiative to brainstorm solutions and proposed adding wooden alignment pins into the existing spacer blocks. This would guide the handrails into place and make attachment easier for one person. I discussed the idea with my team, we refined it, and I led the implementation — including sourcing the materials and overseeing installation.”

Result: “The new alignment pin system worked smoothly, meeting the client’s requirements and saving time during assembly. It also improved the usability of the bed for the client. The experience reinforced my ability to identify practical improvements, take initiative, and see a solution through from concept to implementation.

what would do you think the hardest part of this job would be for you

I think the hardest part of this job might be learning all of the company-specific systems and processes initially, since every organization has its own ways of managing design releases, suppliers, and assembly communications. While I’ve had experience with CAD, FEA, and project workflows at MSU, applying them in a real automotive production environment will be new.

That said, I’m confident in my ability to learn quickly — for example, when I had to use ANSYS for the rear axle project with limited prior experience, I reviewed tutorials, asked questions, and systematically applied what I learned. I expect the same approach will help me quickly adapt to Ford’s systems, and I see it as an exciting opportunity to grow into the role

tell me about a time you made a mistake in a project

In my turbo-machinery elective, I was designing a radial pump for an irrigation system. While constructing the velocity triangles, I noticed that one of the triangles didn’t connect properly, indicating that a velocity or angle was off.

I went back through my calculations in Excel and discovered it was a unit error early in the design. I corrected the mistake, and this prompted me to check all related calculations carefully and document everything thoroughly to prevent similar issues.

This experience taught me that even small errors early in a project can create bigger issues downstream. As a result, in the next project for that class, I was meticulous about checking my work and documenting my process, and the project went smoothly with no issues. It reinforced the importance of attention to detail, double-checking work, and proper documentation — all practices I carry forward into engineering projects today.

If you could change one thing about your senior projects at MSU, what would it be and why?

During my senior capstone project, I was the team lead and initially took on a large portion of the project myself — managing all the files, communicating with the client and professors, and contributing heavily to the design and manufacturing.”

Action: “I realized that by doing so, I was overloading myself and limiting my teammates’ learning opportunities. I adjusted by delegating more tasks evenly across the team, ensuring everyone had ownership of different aspects of the project while I still coordinated the overall workflow.”

Result: “This approach improved team efficiency and allowed all members to gain more experience with the design and manufacturing process. It taught me the importance of balancing leadership with effective delegation, a skill I will carry into professional engineering projects.

What questions do you have for me about this role or team?

• What does a typical day look like for a design and release engineer here?”

• “What are some of the biggest challenges the team is facing right now?”

• “How does Ford support new grads in ramping up on new tools and processes?”

• What does success in this role look like in the first 6 months?”

• “How do teams typically collaborate across design and manufacturing?”

• “What’s the most exciting project coming up for this team?”

Why should we pick you for this role over another new grad?

I’m a highly motivated and hardworking engineer who really cares about the quality of my work and meeting deadlines. At MSU, I worked with some very smart teammates, but I noticed that being the smartest in the room doesn’t matter much if you’re not willing to put in the effort or make thoughtful choices. What really makes the difference is caring about the work and following through. That’s the mindset I bring — I’ll put in the work, stay focused on quality, and make sure things get done right and on time.