Automobile Product Development Research Articles

Research on the Application of Digital Twins Technology in the R and D Stage of Automobiles Enterprises

As a pillar industry of the country, the digital transformation of the automobile industry is of great significance to optimize the upgrading of the automobile industry structure, promote the long-term development of automobile enterprises, and accelerate the construction of smart cities and smart transportation. However, for all automobile enterprises to promote the digital transformation of automobile industry, it is necessary to formulate a complete set of digital transformation plan for the whole life cycle of automobile product development, among which Digital twins technology can be used as the first choice of digital transformation plan. Only by promoting digital transformation can enterprises be competitive in the future development.

A New Automobile Product Development Design Model: Using a Dual Corporate Engineering Strategy

This study describes a “New Automobile Product Development Design Model” (NA-PDDM) using a “Dual Corporate Engineering Strategy” for the innovation of automobile product engineering fundamental. Specifically, NA-PDDM contains both of the “Exterior design engineering strategy” and “Driving performance design engineering strategy” by using “Customer Science Principle” (CSP). Concretely, the foundation of NA-PDDM consists of the “Automobile Exterior Design Model with 3 Core Methods” (AEDM-3CM), “Automobile Optimal Product Development Design Model” (AOP-DDM) and “CSP-Customer Information Analysis and Navigation System” (CSP-CIANS). The validity of NA-PPMM is then verified through the actual applications to automobile product development design in Toyota and others.

Performance evaluation of automotive product development team members based on a PLM system: A case study of M Automotive Products Company.

Based on product lifecycle management (PLM) theory and social comparison theory, this paper constructs a performance ranking model of automobile product development project team members, uses an active server provider (ASP) to develop the system, realizes the online operation and real-time analysis of the performance management system, and solves the problems of the low efficiency, low morale and unfair assessment of product development team members caused by traditional performance assessment. The performance management platform for the team members of the automotive product development project uses a PLM system to realize a systematic and standardized list of project functions and provide a performance appraisal management system that can be evaluated and fairly compared for project team members. Based on the performance appraisal practice of automotive product development project team members of M Automotive Products Company, this study verified the feasibility of the ranking model's transformation to work habits based on the predetermined and result data of the mission completion rate, the punctuality rate and the degree of improvement of the management level of product development project team. Through the tracking of the team performance ranking function, it is found that the model can solve the problems of untimely assessment and insufficient incentives in the current traditional performance appraisal, enhance the overall enthusiasm of the team, and give full play to the subjective initiative of the team.

Constructing an Automobile Color Matching Model

As a method of supporting idea generation in automobile product development, the authors have constructed the Automobile Color Matching Model (ACMM), which is a model for matching automobile exterior and interior colors while taking into account consumer preferences. The actual approach for the research was to first determine the parts relevant to automobile color matching by using an eye camera and an electroencephalograph to observe the responses of women in their twenties, who were the subjects of the research. Next, a customer preference survey was conducted and the research subjects' preferences were analyzed by using cluster analysis to categorize the research subjects according to their preferences and using principal component analysis to identify sensory words that describe requirements for automobiles. Then, color surveys were conducted for each preference group, and the obtained data was analyzed using quantification method type III to identify key colors. Analytic hierarchy process (AHP) was then used to conduct automobile color matching. The effectiveness of the resulting Automobile Color Matching Model (ACMM) has been verified and the required results have been attained.

Knowledge-based competitive strategy using direct customer experience for automobile product development

The automobile product development (PD) design space continually increases in size and complexity. In this dynamic environment, firms must identify competitive strategies that maintain or increase financial return. Firms can compete on several factors including price/cost, time-to-market, or differentiation (e.g., function or quality). Here, we envision that differentiation through expertise in integration can be a successful strategy in the automotive industry. Expertise in integration requires attention to knowledge management, which is crucial for competitive advantage [Drucker P. The Atlantic Monthly, 1994, 274(5): 53–80]. A key component of the PD process is the acquisition of data about customers’ responses to vehicle performance and the rapid use of that information in the development of new products. The paper proposes a system for collecting near real-time data about responses to vehicle performance and its integration with recent developments in design and analysis. The proposed system would collect customer psychophysical response data, correlate it with vehicle parameter response data, and apply this information with feasible design automation to provide reduced cycle time, improved quality, and greater customer satisfaction. The paper discusses some relevant technological and legal constraints and concludes that such a system is feasible, can provide a near-term competitive advantage, and in the long-term, in some form, will be necessary for success.

How Does Outsourcing Affect Performance Dynamics? Evidence from the Automobile Industry

This paper examines the impact of vertical integration on the dynamics of performance over the automobile product development life cycle. Building on recent work in organizational economics and strategy, we evaluate the relationship between vertical integration and different dimensions of product performance. Outsourcing facilitates access to cutting-edge technology and the use of high-powered performance contracts. Vertical integration allows firms to adapt to unforeseen contingencies and customer feedback, maintain balanced incentives over the life cycle, and develop firm-specific capabilities over time. Together, these effects highlight a crucial trade-off: while outsourcing is associated with higher levels of initial performance, vertical integration will be associated with performance improvement over the product life cycle. We test these ideas using detailed data from the luxury automobile segment, establishing three key results. First, initial performance is declining in the level of vertical integration. Second, the level of performance improvement is significantly increasing in the level of vertical integration. Finally, the impact of vertical integration is mediated by the level of preexisting capabilities, by the salience of opportunities to access external technology leaders, and by the scope for learning over the product life cycle. Together, the findings highlight a strategic governance trade-off between short-term performance and the evolution of firm capabilities.

Complementarity Among Vertical Integration Decisions: Evidence from Automobile Product Development

This paper examines complementarity among vertical integration decisions in automobile product development. Though most research assumes that contracting choices are independent of each other, contracting complementarity arises when the returns to a single vertical integration decision are increasing in the level of vertical integration associated with other contracting choices. First, effective coordination may depend on the level of (noncontractible) effort on the part of each agent; contracting complementarity results if coordination efforts are interdependent and vertical integration facilitates a higher level of noncontractible effort. Second, effective coordination may require the disclosure of proprietary trade secrets, and the potential for expropriation by external suppliers may induce complementarity among vertical integration choices. We provide evidence for complementarity in product development contracting by taking advantage of a detailed data set that includes the level of vertical integration and the contracting environment for individual automobile systems in the luxury automobile segment. Using an instrumental variables framework that distinguishes complementarity from unobserved firm-level factors, the evidence is consistent with the hypothesis that contracting complementarity is an important driver of vertical integration choices. The findings suggest that contracting complementarity may be particularly important when coordination is important to achieve but difficult to monitor.

自動車製品開発のプロセスと組織 1980年代における国際比較分析―1章 開発プロセスと組織構造

自動車製品開発のプロセスと組織 1980年代における国際比較分析―1章 開発プロセスと組織構造

Bridging inter‐ and intra‐firm boundaries: management of supplier involvement in automobile product development

AbstractOutsourcing has become an important strategy for many firms. Yet, firms need to compete with their competitors who also outsource and may share the same suppliers. This article explores how a firm could outperform others in managing the division of labor with a supplier in product development. Drawing on the empirical data collected from the Japanese auto industry, this paper shows that an automaker needs capabilities to coordinate various activities both externally with a supplier and internally within its own organization, in order to gain better component development performance. Overall, the results imply that outsourcing does not work effectively without extensive internal effort. Copyright © 2001 John Wiley & Sons, Ltd.

Lead time in automobile product development explaining the Japanese advantage

This paper examines the determinants of lead time performance in the world auto industry, a complex consumer durable industry which is facing intensifying global competition and volatile market demands. We focus on explaining the apparent lead time advantage of the Japanese firms compared to their American and European competitors. Drawing on an extensive base of data on development projects, the paper studies the effect of product and project characteristics and organizational capabilities on development lead time. The notion that product development is a system of problem solving cycles provides a conceptual framework for the analysis. A central theme in the paper is the distinction between planning and engineering. We model the differences in problem solving in these activities and examine the determinants of lead time in them. We examine the effects of product content, project scope, and organizational capability for quick development. The results suggest that different factors influence planning and engineering: product innovation and project scope affect planning lead time, while process innovation and organizational capability affect engineering lead time. Overall, we find that the real lead time advantage of the Japanese is on the order of 12 months. In a competitive market with changing customer demands and rapid technological advance, a lead time gap of that magnitude is competitively significant.