The very essence of
civilisation as we know it - from the provision of basic shelter
onward to the construction of wells and waterways, to the creation of
clinker-built wooden boats, iron based steam-engines and thereafter mostly steel, partially aluminium and other alloys for the construction of ships, locomotives, automobiles, girder-framed buildings, skyscrapers and
aircraft - has relied upon the art and science of engineering.
The 21st
century sees a new era which seeks to use a philosophy of advanced
materials, engineering and processes, mated with digitally enabled
systems efficiency leaps. To achieve a new chapter of AM and latterly EM
worldwide ecological appreciation, promoting carbon reduction across
NO2, NOX and particulates, and pertinently the potential reorganisation of energy uses and solutions.
Ultimately to continue
to reduce humanity's impact upon the earth's own natural systems and
improve mankind's 'ecological balance' with the planet.
Engineering :
The term's etymological
origin lays in the Latin 'ingenium' – to devise / design.
[NB It will be noted
here that the original definition of 'design', as a holistic
activity, was very much aligned with 'engineering' up until the rise
of a more artistically infused 18th century consumerism
onward. Thereafter the advancement of specific ever new populist
stylistic fashions, as promoted by the media, in turn grew the role
of the aesthetically orientated 'stylist']
Engineering is
endemically aligned with physics, chemistry, materials science, which
having been through mechanical, electrical, electro-mechanical
evolution, also today encompasses the robotic and latterly
increasingly pervasive digital realm, with at its furthest advances a
melding with bio-mechanics and the possibility of biologically
aligned or derived robotic components and devices.
However, as
specifically regards all things automotive, since the early days of
chassis, engine and transmission experimentation which led to the
“horseless carriage” the results and consequence of permanent
ongoing testing, learning, adaption and innovation, to ever improve
the breed and brand to retain consumer appeal, has meant that the
discipline of automotive engineering has grown prolifically over the
last 120 years or so.
Sector competition from
the earliest days, and so and ever improving vehicle performance,
comfort, style and safety, meant that the original prime focus upon
the basic construct of the vehicle was soon joined by an expansion of
efforts toward ever expanding integral and complementary systems; the
ongoing improvement and refinement of the purely mechanical joined by
an ever broadening of electrical (and electronics), cosmetic and
functional trim and hardware and improvement externally and
internally.
The early
auto-industrialists (Ford, Sloane, Peugeot etc) recognised that they
essentially operated as 'engineering integrators' - using either
readily available parts, or adapting the standard bought-in item for
improvement of function or style. Quite early on by the mid 1920s
this led to the commissioning of an all new dedicated part – so
with the growing complexity of vehicles and need to ensure sales
success, came the need to compartmentalise the engineering process
itself.
These five segmented
disciplines – chassis, drive-train, electrical/electronic,
trim/hardware and interior - became the basic development template
relatively early on and for the most part survives as the engineering
edict to this day. A standard vehicle's innate complexity grown
enormously also because of the growth in scale and constant
development work of the highly intra-competitive contributing
supplier base, with their specialist expertise drawn from other
learning from diverse indirect fields and the need to maintain their
own profit margins by continually rising above what often becomes
commodity parts supply, as competitors ever seek out lower cost
manufacturing sites.
Thus product design
became effectively propelled by both specific auto-maker and specific
supplier, though the former took and still takes the leading role
given its closeness to the end user.
So was born the
conventional operational structure of Automotive Engineering phased
sub-activities of today: Research and Development, Engineering
Feasibility and Project Engineering,
Research and
Development -
This arena typically
concerns itself with the exploration of both 'whole car' and
'systems' and typically involves the creation of a fundamental
advancement or step-change toward whole vehicle and / or systems.
Perhaps the most obvious historical advancement was the change from
6V to 12V electrical systems for cars, with the future promising 48V
given the ever greater 'electrification content' of Hybrids and EV
vehicles. Good examples of 'whole car' engineering projects that
contrast the polar opposites of global mobility needs of the world
have been the necessary simplicity and conventionality of of TATA's
original basic Nano for the Indian masses, to the technical leap of
mass-produced carbon-fibre and so visionary tour-de-force that is
BMW's i3 citycar.
However, to reiterate,
it should be remembered that whilst major auto-makers do indeed have
very capable research and development professionals working upon
general engineering strategy and the prime question of the integrated
standard supplier part versus that of the adapted or wholly dedicated
component – governed by user visibility or performance needs -
there is still often reliance upon their supplier counterparts to
gain alternative insights and solutions.
Having been through
decades of conventional systems advancement and refinement, today we
witness the expected revolutionary impact of an increasingly
'intelligent' 4/5/6G wireless environment which underpins these early
days of the IoT (Internet of Things). And critically the much
publicised threat of Info-Tech companies' own mobility ambitions. All
of which has in a short period altered the theoretical landscape of
the competitive terrain substantially.
As such auto-makers
have sought to strengthen their own Research and Development
capabilities. which ranges from the creation of new exploratory
laboratories around California's now far wider Silicon Valley by the
likes of Ford, GM, Toyota, Honda and Hyundai, seeking to poach the
leading lights of this field, and so undermine Google et al's
progress, through to the acquisition of other expert technology
firms, such as that of Nokia's locational services division bought by
Audi-Mercedes-BMW syndicate in Germany and renamed 'HERE'.
Engineering Feasibility
-
This concerns itself
with the task of analysing the feasibility of incorporating such
next-phase developmental changes into the high volumes of mass
production, at once again both the 'whole vehicle' and 'sub-systems'
level.
This area works in
parallel with both the Market Concept team within the Design area and
Manufacturing Engineering department to assess the cost and
performance aspects of any new product proposition.
It is the role of
Engineering Feasibility to deliver the product performance and cost
targets set out within any a new business case, the business case
itself typically developed by a Product Strategy section typically
closely aligned to the executive function / board of directors.
[NB Product Strategy
typically operates independently of the Marketing, Design and
Engineering functions to avoid the negative effects of overt
departmental strength and so bias. This central department not shown
on the graphic so as to retain pictorial clarity].
Those targets were
historically centred around cost and weight (as part of a 'Value
Engineering' mindset), but with the arrival of 'QFD' (Quality
Functional Deployment) pertaining to user requirements and brand
attributes, the demands upon Engineering Feasibility likewise grew,
making is task more prosaic and determinant of the product outcome.
In effect it sets the technical and quality envelope, allowing for
greater control of the balancing equation between cost-saving,
quality assurance or improvement and component, systems and whole car
performance.
However, periodically
Engineering Feasibility may take on vitally important role beyond its
standard activities, so as to extract and exploit the 'added-value'
potential that lies within a firm's current value-chain. Such was an
instance with PSA's creation of the 1007 'tall-boy' city car and the
re-born DS brand.
On sale between 2004
and 2009, the 1007 sought to bravely alter people's perceptions as to
how a more functional city-car could look. The vehicle effectively
comprised of a conventional front-end mated to a short 'box-body'
cabin, with two very useful large sliding doors. Given Europe's
typically small city streets, parking limitations and an ageing
population, seeking convenience, PSA sought to explore via the use of
inexpensive 'carry-over' modules what could notionally form a new
sub-class of city-car; in essence a kind of small-footprint, yet
volumetrically large; a European Kei car. Although somewhat more
successful in the more experimental and brand loyal French domestic
market, the vehicle was seen as a 'granny car' in other European
markets and so failed to gain popularity.
To create its then new
'premium' sub-brand, introduced with a seemingly all new car, the DS3
model was born. To again reduced financial risk of the venture and to
maximise unit margins it avoided the overtly heavy CapEx costs
previously associated with an all brand and vehicle. Thus PSA again
rightly chose a 'pick and mix' approach from its own inventory of
components (colloquially known as the 'parts bin'). Use of readily
available and easily adaptable vehicle systems reduced development
time and provided for large cost savings on already part-amortised
'invisible' items. These gained most notably on the jigsaw of body
structure items, drive-train and under-body elsewhere, such as petrol
tank. Savings here meant that a higher portion of the development
budget was put towards the very 'visible' look and feel of the new
car, given the importance of its fashion story at launch )as opposed
to a lesser technology story) to the new brand's identified audience
of the aspirationally 'cool'. Hence DS unit margins, and so PSA's
bottom line, were boosted thanks to what was effectively the
introduction of a retro-new sub-brand and set of new skin-panel
clothes. Even higher per unit margins made on special editions such
as the 'Orla Kiely' variant.
Whilst it must be
recognised that no new car is truly all-new – given the level of
'carry-over' content from a previous generation or sibling vehicle –
today's highly aware, info-tainment informed consumer means that the
launch of a supposedly new car based on old mechanicals can be a
decidedly fraught 'hit or miss' exercise. Much depends upon the
needs, wants, and desires of those identified sizeable market segment
opportunities, relative to specific demo-psycho-graphics.
PSA however well
understood the purchase mentality of its target market groups, was
secure in its domestic market strength, and understood the European
wide potential for a more affordable seemingly 'hi-design' personal
car which was well positioned in a different lower price bracket to
the overtly retro BMW Mini and FIAT 500. PSA deployed the use of a
retro brand, yet disavowed its true DS past with use on a far smaller
car with modern styling, also marketing short limited edition run
'specials' and mimicking the personalisation programme of Mini and
500 so as to create what to the market appeared a complimentary
product category.
Project Development -
This is the complex and
costly process of taking forward a new or much altered vehicle
proposal from the earlier phase of 'Feasibility Engineering' and
'Market Concept' (ie 95% workable engineering and style package)
toward the finished article that rolls off the production line.
Herein large teams of engineers are dedicated to the 5 previously
mentioned systems areas (Engine-Drivetrain, Chassis, Electrical and
Electronic, Trim and Hardware and Interior).
It is the task of the
Programme Director and his management team to ensure the vehicle
accords as closely as possible to the ideals laid-out by Product
Strategy and any substantive dedicated Quality function within the
bounds of functional targets and critically the cost and performance
targets.
These teams work upon
the base level new generation vehicle, with its mechanical variants
and different trim-levels for the whole vehicle. Similarly, in
smaller numbers given the lesser work-load, teams will work upon on a
mid-life-cycle 'face-lift' exercise for vehicles currently available
to the market, so as to maintain buyer interest as the vehicle ages
versus often newer competitors.
[NB Obviously the
longer a vehicle remains relevant and popular the better the
auto-maker's ability to amortise development costs and grow specific
model type profitability].
As such it is the
“bread and butter” of the Engineering section. Typically
installing proven component technology via firstly use of a 'package
clash' software which ensures that the practicable 3-D (X,Y,Z
co-ordinated) positioning of all components. Thereafter the process
of extensive theoretical and physical testing. Both via computer
modelling software packages (eg stress analysis, thermodynamics,
aerodynamics, etc), and using physical pre-production prototypes (or
'mules'). These initially in laboratory testing for 'shake-down' upon
a '4-poster test-bed' (able to mimic the various drive-cycles,
sometimes to destruction) and a substantial programme of real-world
testing in a wide range of temperature and terrain conditions.
[ NB the sophistication
of CAE (computer aided engineering) and intelligent planning of
'carry over' parts, has done much to reduce the New Product
Development time-table over the last 25 years; from initial design
sketch through to exacting component specification to whole car
testing analysis].
Ultimately it is the
demands and pressures of legislation, competitors, the market-place
and critically profitability – for investor interest – that have
expanded the demands from, and so capabilities of, the Engineering
function; and will continue to do so.
Interestingly,
previously companies in others engineering sectors such as Civil
Engineering have sought to offer their CAE services to both new
automotive entrepreneurs and established players; the architecture
firm of Arup just one example. Yet precisely because of the
auto-sector's very demanding computer modelling requirements – far
in excess of a bridge or building – whilst proprietary previous
generation hardware and software has been adopted by outsiders (in
aero, naval, civil, retail, fmcg etc) (as with Dessault Systems
CATIA) it has typically been automotive engineering clients that have
continually demanded, and paid for, expanded CAE's capabilities.
Thus it is obvious that
auto-makers should continue to seek revenue generating 'added-value'
within this prime discipline.
Product Recycling and
Systems Sustainability -
This is a catch-all
title which encompasses, to date, the 25 years of corporate
consciousness since the Kyoto Accord was held. Ever since Japan and
Germany have effectively set the pace regards the issues of recycling
and sustainability, this initiated with a wholesale approach to the
topic of vehicle 'end-of-life'.
Firstly by the
re-organisation of the vehicle scrappage process, away from the
previous simple but inefficient action resulting in the 'crushed
cube' and toward a considered dismantling and collection of a
vehicle's different materials: metallic, plastic and mineral.
Secondly, recognising
the politically conveyed national ecological onus from government,
themselves keen to take the global lead and ultimately capture and
release the inherent value of recyclable materials. From the mid
1990s on the national champion auto-makers in Japan and Germany
undertook a concerted effort to specify vehicle content as:
a) reduced use of any
pollutant materials,
b) increased use of
direct, and more easily recycled, materials and
c) critically to
engineer into their products ever more components with recycled
content.
The ideal to come as
close as possible in creating the “CO2 neutral” vehicle at
manufacture.
These efforts created
the beginnings of powerful automotive recycling eco-systems,
capturing what was previously lost material value, and providing for
an improved nation-based model which itself reduced the carbon
footprint of transported scrap materials. This considered process has
since then been increasingly adopted across EU states, and
increasingly seen in North America.
Likewise, it was the
Japanese and Germans who led the way in establishing increasingly
sustainable facilities. Starting with the major issue of
factory-based emissions of waste and pollution, and driving
attitudinal and practical change throughout the production process.
Not only by challenging
their own conventions - from the Paint Shop's use of water-based
colours, to rain-water capture for ablutions - both new and
retro-fitted, but by also requiring suppliers to demonstrate their
pledge toward best practice for the employee and public good.
It is recognised that
up-front costs of such eco-conscious measures can be reduced through
sound logical planning, and that with ever newer solutions being made
available, in many instances dedicated projects will start to deliver
net financial advantage via reduced running costs - for near
perpetuity – often within the budgeted break-even time-scale of the
overall facility.
An ambition by the
forever visionary Japanese is to be able deploy this learning across
society at large. Toyota and its peers have very much been at the
heart of the social fabric of Japan for many decades, the company
having effectively taken-on the mantle of social agent when it built
the beginnings of what became Toyota City in 1938, crystallising that
responsibility in 1998.
Famous for its “100
Year Plan”, the company has periodically re-conceptualised the
ideals of a conceptual future city based upon the roll-out of
feasible technologies, many of which are derived from or married with
those used on their automobiles. Morphing inter-operabilityof vehicle
and domestic energy systems best known, with potential for the car to
likewise be used as a powerful domestic computing platform.
This corporate
mentality toward 'holistically integrated living systems' also being
researched by other automotive social agents, Volkswagen and Hyundai
viewed as second and third.
