Automotive brands find themselves at a fascinating watershed in society’s evolution. As is typical of periods of dramatic change, this presents many opportunities and new innovations that communicate with their customers, says TREVOR HILL, Head of Audi SA.
Vehicle manufacturers have had to innovate in developing more integrated mobility solutions and invest heavily in technology and innovation across the entire automotive value chain. These new innovations form part of the digital revolution within the automotive industry.
As a global, premium and innovative automotive brand, Audi‘s digitalisation journey can be found in many areas of the business. The application of artificial intelligence opens up a new dimension of performance for both the product and the entire value chain. As a digital car company, Audi is digitising all processes at the company: from product development with virtual reality; creating a factory environment with intelligent robots and to retail showrooms with the latest digital technology.
Since 2003, Audi has been using virtually created 3D models as a firm element of its vehicle development process. The company is now also testing a so-called virtual reality holodeck so that the design of new automobile models can be virtually assessed at an early stage. With the VR holodeck, a realistic impression of the proportions of future Audi models is obtained and allows employees from development and production to virtually assess the structure of a vehicle before it goes into production.
Additional areas in which virtual-reality technologies are already applied at Audi include virtual training for employees in packing logistics and the Audi VR experience for customer advice. The latter allows potential customers to virtually configure their desired car and to experience all optional equipment in a realistic way.
These digital advancements have presented an exciting time for automotive companies who are prepared to rise to the challenge within the retail environment.
The process of purchasing a car, for instance, needs to be completely re-evaluated. The old ways of driving out to a showroom on the edge of town to ask a Dealer for his advice are numbered. Today, thanks to the internet, we can all educate ourselves about our options, our price range and our preferences before we even set foot into a Dealer showroom. The average customer is quite knowledgeable by the time he or she meets a sales person for the first time.
The role of company staff has thus changed from being providers of information, to being brand experience custodians.
At Audi, we know that when customers come to us, they already have som experience of our brand. Now they’re looking for a heightened level of engagement with us. They want to feel and live the brand. We learned some years ago that this can mean a lot more than going for a test drive around the block. An example of this is the Audi City showrooms or the Audi Customer Private Lounge concept.
These showrooms, currently in London, Beijing, Berlin, Paris, Moscow and Istanbul, are interactive experiences that reinvent how a customer goes about buying a car. The virtual, digital nature of these showrooms means that they can be located in the heart of central business districts, where space is at a premium, and can recreate every one of the hundreds of millions of designs combinations which Audi offers, as the client customises the car of his or her choice.
Floor-to-ceiling screens – called powerwalls – produce an immersive experience as the customer creates the Audi of their dreams in photo-real detail, selecting the model variant and every specific detail with the assistance of an Audi professional. Whether you want an Audi A5 with Java Brown paintwork, leather upholstery and red stitching, or a Vegas Yellow Audi Q2 with stylish wheels, you can create your dream vehicle on a tablet device, and then see it projected before your eyes.
Test drives can be arranged for a later date, but the power of the virtual brand experience is such, that a significant percentage of customers already choose to purchase their Audis without ever having driven a test vehicle!
At the Berlin showroom, we find that customers spend on average of 25% more on their purchases of Audi cars, as the showroom brings their custom specifications to life. The digital showroom concept has already been integrated into many of the Dealerships worldwide.
The idea is to move towards seamlessly integrated automotive shopping, buying and owning – across whichever channel the customer prefers. This all serves to enhance the brand experience, which has now been effectively separated or used to support the physical brick-and-mortar terminal.
The traditional Audi Dealership will also evolve and expand on as the brand prepares itself for the introduction of fully electric vehicles under the Audi e-tron umbrella. Dealerships would need to accommodate for charging station infrastructure and the subsequent storage facilities for the vehicles.
The rise of the sharing economy has seen an increase in ride-hailing and car-sharing services, which means – among other things – that fewer customers are feeling the need to own a car. Automotive manufacturers like Audi are also looking beyond traditional ownership models, and investing in “shared mobility” alternatives, what we term as Audi On Demand. In the future, the success of our companies will be measured in “kilometres travelled” as opposed to “vehicles sold”.
The digital revolution is tangible at Audi. For us, Vorsprung goes far beyond the car. With everything we do, we want to make our customers’ lives easier. We give them time, connect them with their environment, and offer them sustainable solutions and unique experiences.
Meet Aston Martin F1’s incredible moving data centre
The Aston Martin Red Bull Racing team faces a great deal more IT challenges than your average enterprise as not many IT teams have to rebuild their data center 21 times each year and get it running it up in a matter of hours. Not many data centers are packed up and transported around the world by air and sea along with 45 tonnes of equipment. Not many IT technicians also have to perform a dual role as pit stop mechanic.
The trackside garage at an F1 race is a tight working environment and a team of only two IT technicians face pressure from both the factory and trackside staff to get the trackside IT up and running very fast. Yet, despite all these pressures, Aston Martin Red Bull Racing do not have a cloud-led strategy. Instead they have chosen to keep all IT in house.
The reason for this is performance. F1 is arguably the ultimate performance sport. A walk round the team’s factory in Milton Keynes, England, makes it abundantly clear that the whole organization is hell bent on maximizing performance. 700 staff at the factory are all essentially dedicated to the creation of just two cars. The level of detail that is demanded in reaching peak performance is truly mind blowing. For example, one machine with a robotic arm that checks the dimensions of the components built at the factory is able to measure accuracy to a scale 10 times thinner than a human hair.
This quest for maximum performance, however, is hampered at every turn by the stringent rules from the F1 governing body – the FIA. Teams face restrictions on testing and technology usage in order to prevent the sport becoming an arms race. So, for example, pre-season track testing is limited to only 8 days. Furthermore, wind tunnel testing is only allowed with 60% scale models and wind tunnel-usage is balanced with the use of Computational Fluid Dynamics (CFD) software, essentially a virtual wind tunnel. Teams that overuse one, lose time with the other.
In order to maximize performance within uniquely difficult logistical and regulatory conditions, the Aston Martin Red Bull Racing team has had to deploy a very powerful and agile IT estate.
According to Neil Bailey, Head of IT Infrastructure, Enterprise Architecture and Innovation, their legacy trackside infrastructure was “creaking”. Before choosing hyperconverged infrastructure, their “traditional IT had reached its limits”, says Bailey. “When things reach their limits they break, just like a car,” adds Bailey.
The team’s biggest emphasis for switching to HPE’s hyperconverged infrastructure, SimpliVity, was performance. Now, with “the extra performance of SimpliVity, it means it doesn’t get to its limits,” says Bailey. HPE SimpliVity has helped reduce space, has optimized processing power and brought more agility.
One of the first and most important use cases they switched to hyperconverged infrastructure was post-processing trackside data. During a race weekend each car is typically fitted with over 100 sensors providing key data on things like tyre temperature and downforce multiple times per second. Processing this data and acting on the insights is key to driving performance improvements. With their legacy infrastructure, Bailey says they were “losing valuable track time during free practice waiting for data processing to take place.” Since switching to HPE SimpliVity, data processing has dropped from being more than 15 minutes to less than 5 minutes. Overall, the team has seen a 79% performance boost compared to the legacy architecture. This has allowed for real time race strategy analysis and has improved race strategy decision making.
Data insights helps the team stay one step ahead, as race strategy decisions are data driven. For example, real time tyre temperature data helps the team judge tyre wear and make pit stop decisions. Real time access to tyre data helped the team to victory at the 2018 Chinese Grand Prix as the Aston Martin Red Bull cars pitted ahead of the rest of the field and Daniel Ricciardo swept to a memorable victory.
Hyperconverged infrastructure is also well suited to the “hostile” trackside environment, according to Bailey. With hyperconverged infrastructure, only two racks are needed at each race of which SimpliVity only takes up about 20% of the space, thus freeing up key space in very restricted trackside garages. Furthermore, with the team limited to 60 staff at each race, only two of Bailey’s team can travel. The reduction in equipment and closer integration of HPE SimpliVity means engineers can get the trackside data center up and running quickly and allow trackside staff to start work as soon as they arrive.
Since seeing the notable performance gains from using hyperconverged infrastructure for trackside data processing, the team has also transitioned some of the factory’s IT estate over to HPE SimpliVity. This includes: Aerodynamic metrics, ERP system, SQL server, exchange server and the team’s software house, the Team Foundation Server.
As well as seeing huge performance benefits, HPE SimpliVity has significantly impacted the work patterns of Bailey’s team of just ten. According to Bailey, the biggest operational win from hyperconverged infrastructure is “freeing up engineers’ time from focusing on ‘business as usual’ to innovation.” Traditional IT took up too much of the engineers’ time monitoring systems and just keeping things running. Now with HPE SimpliVity, Bailey’s team can “give the business more and quicker” and “be more creative with how they use technology.”
Hyperconverged infrastructure has given Aston Martin Red Bull Racing the speed, scalability and agility they require without any need to turn to the cloud. It allows them to deliver more and more resources to trackside staff in an increasingly responsive manner. However, even with all these performance gains, Aston Martin Red Bull Racing has been able to reduce IT costs. So, the users are happy, the finance director is happy and the IT team are happy because their jobs are easier. Hyperconvergence is clearly the right choice for the unique challenges of Formula 1 racing.
Body-tracking tech moves to assembly line
Technology typically used by the world’s top sport stars to raise their game, or ensure their signature skills are accurately replicated in leading video games, is now being used on an auto assembly line.
Employees at Ford’s Valencia Engine Assembly Plant, in Spain, are using a special suit equipped with advanced body tracking technology. The pilot system, created by Ford and the Instituto Biomecánica de Valencia, has involved 70 employees in 21 work areas.
Player motion technology usually records how athletes sprint or turn, enabling sport coaches or game developers to unlock the potential of sport stars in the real world or on screen. Ford is using it to design less physically stressful workstations for enhanced manufacturing quality.
“It’s been proven on the sports field that with motion tracking technology, tiny adjustments to the way you move can have a huge benefit,” said Javier Gisbert, production area manager, Ford Valencia Engine Assembly Plant. “For our employees, changes made to work areas using similar technology can ultimately ensure that, even on a long day, they are able to work comfortably.”
Engineers took inspiration from a suit they saw at a trade fair that demonstrated how robots could replicate human movement and then applied it to their workplace, where production of the new Ford Transit Connect and 2.0-litre EcoBoost Duratec engines began this month.
The skin-tight suit consists of 15 tiny movement tracking light sensors connected to a wireless detection unit. The system tracks how the person moves at work, highlighting head, neck, shoulder and limb movements. Movement is recorded by four specialised motion-tracking cameras – similar to those usually paired with computer game consoles – placed near the worker and captured as a 3D skeletal character animation of the user.
Specially trained ergonomists then use the data to help employees align their posture correctly. Measurements captured by the system, such as an employee’s height or arm length, are used to design workstations, so they better fit employees.