Continued Focus on Productivity, Quality, Safety All of the trends add complexity to the vehicle develop-
ment process. Yet, the focus on traditional industry driv- ers—productivity, quality, and safety—is also increasing. Ten years ago the idea of reducing new vehicle development time from 60 to 24 months seemed a pipe dream; yet the pressure will remain to reduce this further in addition to having faster refresh cycles on vehicle soſtware systems. As more new technologies appear, each will require testing
to ensure adherence to multiple standards—from mechani- cal durability to electronic reliability. Plus, the number of driver-assist technologies that are supposed to make driving safer (gesture control, lane departure warning, night vision enhancement systems, etc.) are growing at an increasing rate, which puts additional pressure on automakers. Today, vehicle quality is often taken as a given with
year-over-year gains noted by virtually all automakers in most areas of initial quality, according to J.D. Power. Yet, pressure to bring new technologies to market more quickly can force market introduction prior to all the bugs being worked out. Another industry trend is a reduction in the resources that
can be deployed due to financial constraints. Additionally, the recession changed the demographics of the industry as many older, experienced workers retired. Companies have needs for certain skills, capabilities, and facilities, but lack the pool from which to gather these resources and apply them to projects.
Manufacturing Strategies for Today’s Trends A typical bill of materials for a vehicle contains 2200
items, the individual parts and assemblies that come together from hundreds of suppliers to produce the powertrain, climate control, instrument panel, frame, suspension, and other components necessary to build a complete vehicle. Add to that the factor that these subsystems are becoming smarter and more dependent on connecting with data from other systems. In terms of product development this requires tighter in-
tegration, better management and a rise in use of 3D develop- ment, simulation tools and digital manufacturing. Although concurrent development, simultaneous engi-
neering, single-source database, and real-time visibility have been enabled by implementation of PLM tools, the reality is that these tools have not been implemented to their full capability. Engineers, purchasing, manufacturing, the supply chain, etc., all need to play the same game at the same time. Te foundation to this scenario is access to live common data, enabling a Work in Process collaboration from peer to peer, domain to domain, and region to region, helping to drastically reduce formal work process flows. Soſtware platforms are available that allow all stakeholders to share a single open platform with multiple domains accessing the
same piece of information at any time from any place while breaking down language barriers through the use of the universal graphical language of 3D. Tis environment encourages the use of 3D product
data early in the development cycle to simulate product functionality and manufacturing feasibility. Te concept of Virtual Mockup that integrates vehicle requirements, func- tion, geometry and behavior is key to simulating the car of the future. System behavior modeling and simulation are transformed into 3D Functional Mockup, illustrating how all vehicle domains will function together, enabling design- right-the-first-time capability and detecting any integra- tion issues early in the process. Tis becomes increasingly important as new and untested technologies are introduced into vehicles. This single-source environment provides a dedicated
solution that supports the concept phase and shifts the product development process from an eBOM approach to a function-based one with full traceability. There is digital continuity throughout the process enabling seamless simulation capabilities to be integrated with design and manufacturing. A collaborative platform can also bring the consumer
into the design process and provide an early vehicle experi- ence, enabling upfront input on fulfilling consumer desire early in the development process and helping to avoid new launch missteps. With such a platform, companies can rebuild and
enhance their manufacturing discipline so that it is able to properly influence design for the better. Digital manufactur- ing, which is currently not being leveraged to its full capabil- ity, is a primary device for OEMs to compress production cycles, reduce expenses, tooling, and plant construction costs. It provides a holistic view of products, design and manufacturing, and puts them in the larger context of a product’s life cycle from conception to end-of-life. It sup- ports process, tooling and factory design planning; simulates operations, ergonomics and human factors. As part of a broader PLM process that includes supply-chain manage- ment, digital manufacturing encompasses all stakeholders in a collaborative process that breaks the linear pattern of design-planning-tooling-production and enables them to all happen at the same time. For automakers to meet increasing product variants and
global production requires an end-to-end planning meth- odology. Planning will now be centralized as a single site for worldwide production use, allowing companies to monitor the entire manufacturing chain at all points on the globe. Production managers can know at all times of the progress of the shop-floor operations. Te system is continuously fed with production data. Te right decisions can be made without delay based upon the indicated resources.
Motorized Vehicle Manufacturing 25
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