South Africa can do more to create market access and deliver on an operating environment which makes for good business, says TREVOR HILL – Head of Audi South Africa.
Competition in the premium automotive market is fierce but there is an elephant in the room. The demand we create for alternative mobility technologies (be it fully electric or hybrid) brings with it a very real infrastructure gap. Not addressing this today, will unfortunately prevent any meaningful ability for the local automotive sector to competitively participate in global trends. Doing this right would mean that we can deliver on local customer demand while still operate globally as a competitive automotive investment destination.
There is a firm reality; staying ahead of the pack means constantly innovating current technologies that, to a large degree, progresses the automotive segment as a whole. The downstream benefit of product innovation is clear, but it cannot be the job of the automotive industry alone. In the premium segment where the desire to drive ahead of the curve is expected, the introduction of new technologies around electrification and artificial intelligence creates real opportunity.
What the South African automotive segment does not need is potential. What it does need is a practical and inclusive plan that supports the growth needed – and more importantly enables both education and adoption for a new world of mobility. To overcome the chicken and egg conundrum we suggest five key focus areas:
1) We need increased investment in building an infrastructure footprint that actually supports alternative mobility solutions: The automotive industry, in partnership with government and other industry partners, must fuel the development and implementation of charging stations around the country.
2) We need a deliberate product road map matched to our infrastructure reality: Electrification won’t happen overnight, so we need to build a road map that accommodates hybrid vehicles and that can accommodate any future shifts to fully electric vehicles as and when new technology is phased in.
3) We need a policy environment that makes good sense and enables the product and infrastructure needs: Currently import duties on electric vehicles are high. Electric vehicles get charged a duty of around 25%, while conventional vehicle imports get charged 18%. Additionally, an ad valorem tax, which is usually charged on luxury items, is also applied to electric vehicles. So the tax on electric vehicle imports stands at about 42% in total. Government needs to look at this policy and reduce import taxes to make the future of mobility less expensive.
4) We need to increase the size of the pie. A clear and consistent growth plan creates a more stable business environment and more importantly, stabilizes the currency fluctuation impact on the Rand: Currently, the rand is the strongest it has been in two years. This is attributed to improvements in overall confidence because of increased political stability. However, what is concerning is the longevity of this stability and the resulting impact on the business environment.
5) We need to make sure that we bring our customers and Dealer partners on the journey with us: Education of customers and Dealer partners is key. If a consumer doesn’t understand what an electric vehicle is, they won’t buy it, even if they have the means. However, if they are educated about the positive impact such vehicles have on the environment, issues of versatility, power output and the technology behind it; then they are more likely to purchase the vehicle. We appreciate that any investment in alternative mobility solutions must be geared towards the end users of these solutions. What is important to understand is that consumers buy electric vehicles for different reasons. For some, it’s a lifestyle choice, wanting to drive green, clean mobility. While other consumers buy electric vehicles to make a statement. Given the environmental benefits, the latter group sees the technology representing cutting edge innovation and they want to be at forefront of this. Customers also need the assurance and the necessary education to dispel any belief that electric vehicles lose the credibility and lack the quality of existing internal combustion engines. Also, a key credibility factor for a more future forward mobility offering is the pace of infrastructure investment that our Dealer partners would need to embark on in order to undeniably accelerate the adoption of alternative mobility. As a direct importer, we need to invest time and effort to ensure that our Dealer partners are willing and able to move their businesses in this direction.
So the road map is clear. Electric mobility means merging the demands of sustainability, everyday usability and performance. This implies integrating current technologies to advance what are often still seen as concept vehicles to cater for consumers in the premium market. It does also mean that parallel investments in infrastructure are needed, especially if we are to cater for the anticipated leapfrog in product line-ups.
Globally, Audi has made significant investments in driving progress towards alternative mobility solutions. This has seen investments in both technology and human capital to make advances in areas such as e-fuel, battery life, range, speed, general performance and aesthetic design.
With this in mind, from 2025 all Audi models will have an electrified drive. We will be launching more than 20 electric cars and plug-in hybrids– spread across all segments and concepts. Over the long-term, Audi plans to set the trend for the premium market, aiming to leverage and combine all of its technologies to reduce the emissions figures and develop sustainable, intelligent electro-mobility concepts.
Driving progress around innovation is a key aspect of our own DNA. Audi has an impressive track record for integrating benchmark technology into our vehicles. However, before complete electrified vehicle fleets are built, we need to ensure that we get a buy-in from government to invest in electric vehicles by showing the economic, environmental and social upliftment that these vehicles will bring to South Africa.
Development is as dynamic as the automotive sector. Once we show the need to introduce electric vehicles into the premium market for those who can afford it, we can focus on developing other areas – recycling batteries; developing battery options with superior charging performance; investigating renewable energy sources such as wind and solar, just to name a few. The future is exciting and it’s more than evident that electric vehicles will benefit South Africans at large.
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.