“就像房子需要地基一樣，SAE正是所有‘工程師’成長(zhǎng)的基礎(chǔ)，” 豐田北美汽車技術(shù)中心總裁Seiya Nakao表示，“當(dāng)我剛剛成為一名工程師時(shí)，我從SAE學(xué)到了很多東西。因此，對(duì)我個(gè)人而言，這也是回報(bào)SAE的好機(jī)會(huì)。”
Seiya Nakao擔(dān)任了于今年4月在美國(guó)底特律舉辦的SAE 2016全球汽車年會(huì)與展覽的大會(huì)主席，他很激動(dòng)豐田能在本次大會(huì)上擔(dān)任領(lǐng)導(dǎo)角色，也為公司將在大會(huì)期間展示100份技術(shù)論文感到十分高興。Nakao相信，今年的汽車年會(huì)及其“Powering Possibilities”的主題，都意味著汽車行業(yè)將要扣動(dòng)新創(chuàng)新的“扳機(jī)”。
最近，《SAE汽車工程雜志》在豐田北美技術(shù)中心采訪了Nakao先生，以下是部分采訪內(nèi)容：
SAE：在您眼中，30年后的汽車將會(huì)是怎樣的？
Nakao：我相信多樣性將會(huì)成為趨勢(shì)。到時(shí)候，人們應(yīng)該會(huì)有很多種出行選擇，可以自己開車、乘坐自動(dòng)駕駛汽車，也可以選擇汽車共享服務(wù)等。但在未來25到30年中，我們?nèi)匀粺o法離開使用汽油的混合動(dòng)力車，以及插電式電動(dòng)車，這段時(shí)間將是燃料電池和電動(dòng)車的重要轉(zhuǎn)型期。在未來，還會(huì)出現(xiàn)很多非常激動(dòng)人心的新技術(shù)。
SAE：目前，豐田北美技術(shù)中心(TTC)正在進(jìn)行大規(guī)模擴(kuò)張。TTC將在交通運(yùn)輸?shù)男聲r(shí)代中扮演何種角色？
Nakao：我們的主要工作有兩個(gè)‘支柱’：汽車開發(fā)和尖端技術(shù)研發(fā)。因此，除了繼續(xù)開發(fā)混合動(dòng)力等現(xiàn)有技術(shù)，我們還需要研發(fā)新的解決方案 -- 續(xù)航里程更長(zhǎng)的汽車電池和成本更低的燃料電池系統(tǒng)。當(dāng)然，還有配套基礎(chǔ)設(shè)施。
SAE：TTC的角色不僅僅是汽車核心技術(shù)的開發(fā)嗎？
Nakao：在汽車技術(shù)研發(fā)方面，我們正在開發(fā)一些專為美國(guó)市場(chǎng)提供的產(chǎn)品，比如Avalon和Tundra。但在我看來，在未來幾年中，我們的主要工作將集中在整車開發(fā)，比如“K”平臺(tái)（凱美瑞）。我相信這種轉(zhuǎn)變是必然的。在尖端技術(shù)研發(fā)方面，我們成立了新的豐田研究所(TRI)，進(jìn)行人工智能及其他先進(jìn)學(xué)科的研究工作(點(diǎn)擊詳見：豐田推出汽車自動(dòng)化與高級(jí)研究“夢(mèng)之隊(duì)”)。人工智能技術(shù)可用與打造自動(dòng)駕駛汽車，我們相信豐田一定可以領(lǐng)跑這一領(lǐng)域。對(duì)于電池系統(tǒng)等其他尖端技術(shù)而言，我們認(rèn)為美國(guó)是開展這些領(lǐng)域研究的最佳市場(chǎng)。
SAE：您認(rèn)為未來的電池領(lǐng)域真的會(huì)如電池研發(fā)人員所說的那樣，出現(xiàn)“突破”嗎？
Nakao：我該給你一個(gè)官方的答案？還是個(gè)人的答案呢？[笑]事實(shí)上，我希望是這樣。但目前我個(gè)人并未看到這個(gè)領(lǐng)域有什么大的進(jìn)展，這也算是一直困擾豐田的一個(gè)地方。但豐田不會(huì)放棄，我們會(huì)繼續(xù)大力進(jìn)行這些技術(shù)的研發(fā)。
SAE：豐田公司最近的重組會(huì)對(duì)產(chǎn)品開發(fā)帶來什么影響？
Nakao：目前，豐田每年要生產(chǎn)大約1000萬輛汽車。但公司的組織結(jié)構(gòu)還與30年前一樣，有很多地方都不利于我們開展跨部門的研發(fā)工作，也不利于快速做出決定。這就是豐田章男社長(zhǎng)決定做出改變的原因。他的目標(biāo)很清晰，就是要實(shí)現(xiàn)快速?zèng)Q策！因此，我們打破了高度集中化的舊組織架構(gòu)，形成了現(xiàn)在的新結(jié)構(gòu)，從本質(zhì)而言也就是四個(gè)基于產(chǎn)品的分部。
SAE：生產(chǎn)制造部門過去是豐田的“核心”，也是公司盈利的關(guān)鍵，這個(gè)部門的員工對(duì)公司重組有什么看法嗎？
Nakao：豐田生產(chǎn)系統(tǒng)(Toyota Production System)效率高、成本低，是非常棒的系統(tǒng)。但遺憾的是，目前生產(chǎn)部門過于強(qiáng)大了。因此我們有了新想法，我們將在今年4月18日正式發(fā)布一個(gè)新的生產(chǎn)系統(tǒng)。
SAE：截止到目前，事情進(jìn)展的怎么樣？
Nakao：[輕笑]事實(shí)上，這個(gè)過程并非一帆風(fēng)順！但我們將不斷進(jìn)行改善提高。正如豐田章男所言，‘這與其說是一個(gè)解決方案，不如說是一個(gè)機(jī)會(huì)。’
SAE：最近幾年，豐田的合作伙伴包括富士重工(Fuji Heavy)、梅賽德斯(Mercedes)、特斯拉(Tesla)和馬自達(dá)(Mazda)等多家公司。現(xiàn)在，技術(shù)和產(chǎn)品開發(fā)領(lǐng)域的合作非常重要嗎？
Nakao：合作是必要的，特別是在自動(dòng)駕駛和互聯(lián)汽車技術(shù)研發(fā)方面。這些領(lǐng)域的發(fā)展如此之快，超乎我的想象。如果豐田想要獨(dú)自奮斗，那我們將很難跟上這種節(jié)奏。正因如此，我們正在與很多研究機(jī)構(gòu)、大學(xué)，甚至政府合作。但這還不夠，未來我們還將繼續(xù)加快合作。
SAE：如果谷歌(Google)或蘋果(Apple)來找豐田制造他們的汽車，這是不是會(huì)很有趣？
Nakao：喔，是的，會(huì)很有趣！[大笑]我們內(nèi)部經(jīng)常討論這個(gè)話題。事實(shí)上，智能手機(jī)已經(jīng)成為了汽車的一種標(biāo)配，如果我們忽視手機(jī)在車上的應(yīng)用，用戶就不會(huì)滿意。因此，我們必須認(rèn)真考慮如何與這些[技術(shù)公司]合作。
SAE：您認(rèn)為汽車工程這個(gè)行業(yè)會(huì)發(fā)生什么變化？
Nakao：我們需要在自動(dòng)駕駛、人工智能、計(jì)算機(jī)科學(xué)、機(jī)器人科學(xué)、高級(jí)電池化學(xué)和納米技術(shù)等領(lǐng)域培養(yǎng)新人才，或招募新人才。在我看來，機(jī)械工程仍然是汽車工程的基礎(chǔ)，但一些年輕工程師認(rèn)為這都是‘過時(shí)的東西’。我們必須改變?nèi)藗儗?duì)這份工作的刻板印象！我肯定，未來的汽車工程師將擁有機(jī)械、電氣/電子和計(jì)算機(jī)科學(xué)等領(lǐng)域的綜合實(shí)力。
SAE：您擔(dān)心現(xiàn)在的年輕人都不愿在一家公司工作很久嗎？
Nakao：擔(dān)心。在我們這個(gè)系統(tǒng)中，離職率最高的是擁有5到7年經(jīng)驗(yàn)的員工。
作者：Lindsay Brooke
來源：SAE《汽車工程雜志》
翻譯：SAE上海辦公室
Toyota’s 'trigger' for innovation
“SAE is the ‘engineers’ foundation,’” reflected Seiya Nakao. “When I was a young engineer, we learned a lot from SAE, and personally this is a good opportunity for me to return something to it.” Nakao, President of the 1M-ft2 Toyota Technical Center (TTC) near Saline, MI, is serving as General Chairman of the SAE 2016 World Congress and Exhibition. He is clearly excited about his company’s leadership role in the event and the 100 technical papers being presented by Toyota. Nakao believes this year’s World Congress, and its “Powering Possibilities” theme, will serve as a “trigger” for new innovation. Automotive Engineering spoke with Nakao-san recently at TTC; an excerpt from our interview follows:
What is your own vision of mobility in the next 30 years?
I believe in variety. There should be a lot of options for people to choose; driving by themselves, autonomous vehicles, car sharing. But while in the next 25-30 years we will still have gasoline hybrids and PHEVs, this will be a very important transition time for fuel cell and electric vehicles. And it will be hugely exciting for new technology.
TTC is undergoing a big expansion. What role will TTC play in the new mobility era?
Our main job here consists of two ‘pillars:’ vehicle development and cutting-edge technology and research. So while we evolve the current technologies such as hybrid, we also have to develop or invent new solutions—longer-range batteries and affordable fuel cell system. And, of course, infrastructure.
Will TTC take on more of a core vehicle-development role?
In vehicle development we’re now doing U.S.-exclusive product such as Avalon and Tundra. But in the coming years, in my opinion, we will take a main role in full vehicle development, such as the ‘K’ platform [Camry]. That kind of shift in responsibility will happen, I believe. And on the Research side, we created the newToyota Research Institute (TRI), a company that researches artificial intelligence along with other advanced disciplines (http://articles.sae.org/14546/). That technology is used to create autonomous vehicles, and we believe it should definitely be led by us. And other cutting-edge technologies such as battery systems—the U.S.A. is the best place for research in these areas.
Are you confident there will be a battery “breakthrough,” as the battery guys keep promising?
Should I answer that officially or personally? [laughs] Actually, I hope so. But my personal impression is, I haven’t seen good progress in this area. It’s kind of struggling point for Toyota. But we don’t give up; we’re aggressively developing these technologies.
How will Toyota’s recent reorganization impact product development?
We’re now producing 10 million vehicles per year. But our organizational structure was stuck where it was 30 years ago. We had many [silos] that prevented cross-functional engagement and quick decision making. That’s why Akio Toyoda decided to make the change. His purpose is very clear: quick decisions! So we destroyed the old [highly centralized] organization and created what are essentially four product-based divisions.
What do the Production guys—the traditional "core" of Toyota and key to its profitability—have to say about this?
The Toyota Production System is very efficient and low cost—great system. But, unfortunately, Production became too strong! So we have the new idea. We will start the new system April 18, officially.
How are things going so far?
[chuckles] Not so perfect! But we will improve that through kaizen. As Akio Toyoda said, ‘This is not a solution. It is an opportunity.’
Toyota in recent years has collaborated with Fuji Heavy, Mercedes, Tesla, Ford, and Mazda. Are technology and product-development partnering now vital activities?
They are necessary, especially for autonomous and connected-vehicle technology developments. The speed of new developments in those areas is so fast—faster than I expected. If we tried to do it by ourselves, we couldn’t catch up. That’s why we are doing a lot with academia, with a lot of fine universities, and even with government. But even that’s not enough. So we will expedite the collaborations.
If Google or Apple came to you wanting Toyota to build their cars, would that be an interesting proposition?
Oh, yeah! [laughs] Internally we are discussing a lot. The smartphone is kind of the de facto standard already, and if we ignore it, the customer isn’t satisfied. So we have to seriously think of how to collaborate with them [tech companies].
Do you see changes coming in the automotive engineering profession?
We need to develop new talent in autonomous driving, artificial intelligence, computer science, robotic science, advanced battery chemistry, nanotechnology. Or hire them. In my opinion, the foundation is still mechanical engineering, but some young engineers see that as being ‘old-fashioned stuff.’ We have to change the job’s style! I definitely see the future automotive engineer having a combination of mechanical, electrical/electronic, and computer-science engineering competencies.
Are you worried that young professionals no longer stay with the same company for very long?
Yes. The highest turnover ratio in our systems is probably five to seven years’ experience.
Author: Lindsay Brooke
Source: SAE Automotive Engineering Magazine
Seiya Nakao：“我們將加快在先進(jìn)汽車技術(shù)方面的合作步伐?！?/span>