Overview
a 3.5% improvement rate from 2017 to 2021, and 5% from 2022 to 2025. Other regulations require automakers to incorporate eco-
design practices, increasing the use of recyclable materials and accepting responsibility for environmentally sustainable disposition at the end of the vehicle life. Tese developments are resulting in alternative powertrain
strategies such as electric vehicles and hybrids, or more ef- ficient turbocharged internal combustion engines. Addition- ally, other solutions aimed at environmental concerns include lightweighting to improve the power-to-weight ratio and lower emissions. However, all of these technologies that help meet environ-
mental demands also increase the complexity of a vehicle as well as the development process where differing regulations need to be adhered to—putting additional cost on vehicle development. If end-of-life requirements are not considered early enough, late-stage design changes occur resulting in launch delays, recalls, fines and poor customer satisfaction. Plus, the introduction of new technologies into the vehicle requires new development processes and manufacturing methodologies that can add time and cost.
Electronic and Embedded Systems A typical new-model vehicle comes with 100 million lines
of code and 50–80 electronic control units addressing 30,000+ functional requirements. Electronics now comprise 20–40% of current vehicle development cost. Tat is expected to grow, rapidly affecting vehicle complexity and influencing the devel- opment process. It’s anticipated that 80% of vehicle innovations in the future will come from embedded systems with much of that focused on safety, entertainment and performance. Consumers increasingly expect to be connected to their
mobile devices 24/7 with seamless integration in their vehicle. Complex embedded electrical systems in active and passive safety, driving assistance and auto diagnostics are also becom- ing commonplace. Technology has always played a key role in the industry.
However, the recent pace of technology implementation has increased, with more advances taking place in systems that have highly intricate and interconnected relationships throughout the vehicle. Subsystems in cars are becoming smarter and ever more dependent on connecting with data from other systems. From headlamps to exhaust systems, understanding how the soſtware, hardware, and electronics all work together is crucial. It will become increasingly crucial to validate subsystem
and vehicle performance earlier in the development cycle. New systems engineering methodologies that link disparate engineering domains will be necessary for dynamic testing of the vehicle prior to production, ensuring performance and safety standards are met.
24 Motorized Vehicle Manufacturing With this increasing move toward embedded electron-
ics, it’s likely many OEMs will engage in partnerships with soſtware and technology-focused companies in order to access technology and customers and secure economies of scale.
Globalization Industry competition will remain intense with every OEM
looking to leverage economies of scale. With a shiſt in global buying power—car sales are expected to rise 70% in Brazil, Russia, India and China over the next five–seven years as com- pared to 42% in the US, Europe and Japan—automakers need to design vehicles for both mature and emerging markets. Tis will require localization of the manufacturing base in emerg- ing areas. At the same time, the industry has begun to reduce the number of global platforms and standardize components in order to remain cost competitive. Te industry is becoming glo-cal, where a global plat-
form is adapted to local preferences. Glo-cal organizations benefit from the use of a global purchasing base. Tey oper- ate with an integrated multiregional setup where a related network of R&D centers develop products adapted for local markets. Manufacturing is mainly organized in a decentral- ized manner based on standard processes so that across the global facilities high-investment areas of the vehicle, such as foundry components and stampings, will use the same tools and same materials, but everything the consumer touches will be localized for that market. An additional benefit of this approach is that companies with multiple “standard- ized” facilities across countries can shiſt production quickly as demand shiſts. For example, Ford’s “One Manufacturing” strategy aims
at producing multiple models from plants across the world to save on production costs and quickly adapt to changes in consumer taste. It anticipates producing four–five models at each of its plants by 2015. To achieve this glo-cal approach, global product develop-
ment strategies will center around subcomponent modular- ization with suppliers being located near the manufacturer. However, developing the supplier network will be a challenge as many existing suppliers lack the financial strength to ex- pand capacity to new markets. Qualified suppliers will need to show OEMs that they can handle demand change whether it goes up or down. Globalization, however, comes with its own set of chal-
lenges including differing compliance requirements, materials availability and cultural issues that affect vehicle styling and features to significantly increase development complexity. Expanding the number of partners involved, especially when they speak a different language, increases risk of miscom- munication to say nothing of exposing intellectual property assets. Also, pricing pressures intensify as global products become more competitive.
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