Trends in e-mobility within the European automotive industry to look out for
09/10/2020 OMRON Industrial Automation
New approaches, such as AI and integrated robotics, could reshape future production processes. Seven tips for automotive companies.
At the beginning of 2020, very few business leaders would have predicted the huge challenges that would hit companies over the next few months. With the disruption caused by Covid-19, the EU Commission now estimates that economic output in the Eurozone could crumple by 8.7% this year.
The automotive industry has been particularly affected, with the virus exacerbating the decline in sales. For example, the Center for Automotive Research (CAR) at the University of Duisburg-Essen forecasts that German vehicle manufacturers and suppliers could lose a quarter of their total workforce by 2030. A similarly gloomy picture is also emerging in the UK. In contrast, automotive supplier AMZ predicts that the growing demand for electric cars could lead to the creation of many new jobs.
The challenges facing manufacturers and suppliers mean that they will need to develop new strategies in order to future-proof their production and processes. These will increasingly include items such as innovative technologies, robotics, sensors, artificial intelligence (AI) and integrated solutions. Industry experts believe that the move from traditional car production to electro-mobility (e-mobility) is now much more feasible and will boost both the efficiency and sustainability of production processes.
European companies risk being left behind
In addition to declining sales and stringent regulations, the biggest challenges facing the European automotive industry include strong competition from Asia, along with pressure to provide innovation and sustainability. Many European providers are finding it hard to keep up with companies in China, Japan and South Korea.
Henry Claussnitzer, Business Engagement Manager Automotive at Omron Europe, comments: “There’s also the question of whether the industry depends too much on technologies such as batteries. One thing is certain: to be competitive, companies must reposition themselves as quickly as possible. Innovative and integrated strategies are essential. These will include robotics, high-performance sensor and control technologies, and also intralogistics, AI and machine learning.”
The need for a common vision
Alfred Pammer, Head of Factory Automation at cts GmbH, an Omron partner and system integrator, points out the many different national and international regulations with which automotive companies have to comply. “Sustainable production is becoming increasingly important,” he says. “At the same time, the industry mustn’t become over regulated. A uniform international approach would make sense, as different country laws slow down processes and innovations and sometimes even block them. There’s a lot of catching up to do.”
The strict European data protection guidelines are a good example of the challenges faced by the industry. Alfred Pammer continues: “As artificial intelligence thrives on data analysis, for example, a better balance should be created here so that Asian markets don’t move ahead while European suppliers are increasingly left behind.”
At the same time, it’s vital to constantly strengthen customers’ trust in a company’s brand and products. “Without a strong integration and technology partner,” he says, “the transformation from a traditional automobile manufacturer to a high-flexibility, low-volume e-mobility company won’t be feasible.”
Jorge Pereira Hernández, General Manager of Keyland Sistemas de Gestión, agrees: “Business is the driver of innovation, but public funding is just as important. It’s also increasingly about sharing experiences and knowledge. Technological understanding is the be-all and end-all, and there’s still a shortage of this in many places.”
Henry Claussnitzer adds: “Many great ideas come from places such as universities. However, they find it difficult to commercialise their ideas. Public funding and closer collaboration between universities, manufacturers, system integrators and users are needed to drive innovation."
A common vision and strategy are therefore essential. For this approach to succeed, a solid knowledge base must also be created. “There’s a lack of basic understanding at management and application levels of the potential benefits and opportunities of new technologies – which affects their ability to use them. Technical aspects and functions must be explained in a more understandable way at the application level,” concludes Pammer.
Examples of transformative technology
Another topic that will become increasingly important to companies in the automotive sector is data analysis. Many new technologies, such as AI and the Internet of Things (IoT), require integrated and well-thought-out data strategies. One example is Predictive Maintenance: the maintenance of machines based on information collected at the machine level (‘at the Edge’). Powerful software solutions are the key to ensuring connectivity and communication between the systems. Such technology also makes the transition to the factory of the future easier. For example, production lines can be ‘smartly’ connected to mobile robots, driverless transport systems (also known as automated guided vehicles or AGVs), cobots, ERP, MES etc.
A case in point is BMW. For greater flexibility and links between work processes, the company uses innovative transport and logistics concepts. These include mobile LD robots from Omron for transporting materials for production. These autonomous intelligent vehicles (AIVs) are equipped with a conveyor attachment developed by cts. The system integrator has developed a complete technology package, specifically tailored to BMW's requirements. It consists of the LD robots and conveyor attachments, plus software that connects the Enterprise Manager with the company's own ERP system. Similarly, Continental relies on AIVs made by cts. “The heart of Industry 4.0 is software, which brings everything together,” explains Alfred Pammer.
Jorge Pereira Hernández also points out the growing importance to the e-mobility industry of smart robotics, including collaborative robots (cobots), interacting with other technologies. This approach will not only support efficiency and sustainability but will also offer a particularly quick return on investment (RoI). He says: “At the same time, companies benefit from standardised, optimised processes. The many different vehicle drive concepts require automated workflows and controls, as well as intelligent systems that support human employees and minimise errors. Automotive companies need to take action now.”
Conclusion
Henry Claussnitzer sums up that the use of robotics, AI, and sensor, image and vision technology in the factory of the future should always be viewed as a holistic overall structure: “A data-based approach will help European companies to act more cost-effectively and more competitively. Battery manufacturing is a good example, because it requires highly integrated systems and processes. An intelligent warehouse system flanked by mobile robots can significantly increase process efficiency while reducing manual effort as well as errors and waste.”
Migrating to e-mobility
Seven tips for automotive companies
1. Focus on the big picture. Automotive companies need to move from being pure suppliers to becoming technological and strategic partners. Instead of just providing technology or solutions, they need to focus increasingly on the big picture. This will involve a proactive approach that shapes future product roadmaps and is based on customer-centric production. Close contact with the customer is therefore essential. The future will increasingly revolve around large-scale, bespoke production instead of mass production – i.e. it will be order-based instead of sales-based production. Users must be involved in research and development (R&D).
2. Develop a clear, unified vision. You and your partners and customers should all adopt a similar approach, which in turn will require excellent communication. Decision-makers and teams will therefore have to question how production processes can be adapted and transformed to address an increasingly flexible market. This presupposes that the various stakeholders and users will all pull together.
3. Understand the potential. Your management team and employees need to know as much as possible about new technologies and their potential advantages. This will enable them to be used efficiently and in many different ways. Education and training are required. Remember that innovations and new implementations can be difficult. Instead of just insisting on plug-and-play, it makes more sense to start a strategic technology project by being aware that knowledge takes time and effort.
4. Blend automation with AI. Artificial intelligence can offer additional benefits for business decisions. It can help you to avoid mistakes and will provide insights into production processes that weren’t previously possible.
5. Look at existing applications. Instead of evaluating technologies theoretically, based purely on facts, look at use cases so that you can gain a better understanding and evaluation of the advantages of an application.
6. Think big, start small. New technologies come with numerous challenges and hurdles. Therefore, you should first gather all the background knowledge and experience you can. It’s best to start with smaller pilot projects that can be expanded and adapted (i.e. enlarged) at a later date.7. Change the crisis into an opportunity. Even if the current situation slows down innovations, you should still focus on positive opportunities – such as the advantages of human-machine collaboration – to see where you can start to take action.
Print this articleFor more information, please contact:
Andrew Baker
Omron Electronics Ltd
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Milton Keynes
Bucks
MK15 0DG
Tel: 01908 258254
Email: oeeuk_sales@omron.com
Web: https://www.industrial.omron.co.uk
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