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Tilman Eichstädt's avatar

Thanks, makes perfect thanks.

German car makers are controlled by mechanical engineers

Chinese successful ones by entrepreneurs

NB's avatar

I worked for Tier 1 suppliers in the past: first Delphi from 1996-2005 and then Siemens VDO from 2005-2007 and have worked with manufacturers all over the world but mainly in Asia.

I left automotive in 2008 because of the aversion to innovate, but ended back in automotive in 2016 on working with a regulator to support a plan towards deployment SEA Level 4 autonomous vehicles. At the moment we see a rapid expansion of these deployments (still trial), mainly of Chinese developed vehicles.

When I started in 1996, the Delphi Luxembourg team was very happy we transferred the Engine ECU program for Daeweoo from Luxembourg to Singapore. Korean customers were too demanding and they rather worked with European customers at a lower pace.

For a long time we were left alone by both Europe and the US because nobody was interested in the Asian market. Asian Customers were too difficult and there were easier pickings within the GM family (del[phi was a part of GM till 1999, but GM was still the main customer till 2005).

In 2000, we started development of an Engine ECU specifically for the Chinese market. It was based on an Opel product, but we had a BOM 1/4th of the Opel BOM, simplified the software and most importantly, used the latest chipsets. That was not possible for European, American and Japanese customers as they saw it as a risk, but for Chinese customers, how we got there was not important, just it had to do what it needed to do and at the lowest cost.

The product met the latest emission standards, the engine started at -40degC (all our other markets were -30degC), it was tested at 5500m altitude in Tibet (no other car was tested above 3500-4000m) and there were no problems in Xinjiang at 50 degC. On top of that it was rock solid: the highest reliability of any Engine ECU in our product line. We had more than 60 car manufacturers as customers, most are gone but some of the big ones like ChangAn, Dongfeng and Chery are still around.

I left Delphi because it got in financial problems and suddenly all US high level managers started to interfere with our programs as we were the only region making profit and they wanted to show that they were working on profitable Asia projects. My work-life balance went to hell.

I really liked working on China projects as they were so dynamic and we could see that once they matured, they would cause a huge problem to the rest of the world. One simple example gif China dynamics: in December 2003 we were informed that all cars sold in Beijing after 1 July 2004 must meet the latest EURO emission standards to ensure clean skies during the 2008 Beijing Olympics. First response by us: "this can not be done". Reply from government: "The Olympic Games are important, your car sales are not. If you cannot do it, you're out of business". 6 Months later every supplier and car manufacturer had only clean cars for sale, and it turned out that the effort was far less than estimated (the basic engine was good enough, it was some sensor changes and and better calibrations but nothing major).

I joined Siemens VDO in 2005 working on global Radio-infotainment platforms and mainly working with European car manufacturers and I hated it.

We needed to do everything as cheap as possible. When the iPod came out, they wanted to do to have the same functionality but based on MP3 CDs, but it also had to behave like a cassette player in the older car models, and it had to do it with a cheap microprocessor, starved of RAM and ROM.

I made on the cheap a prototype of a 2cm thick large display digital radio without CD but with bluetooth for streaming and phone based voice recognition and dialling, all low cost, low weight and very efficient and showed its at 2004 CES. I got criticised by all the Germans that this was not what the market wanted. In 2017 or so CES, Continental (which had taken over Siemens VDO in 2008), showed a similar concept and advertised it as the next best thing. I messaged my ex-boss with the question why it took them 12 years to copy my work and all I got was a "sorry".

In the last few years, I also had the pleasure to host a leadership program from a German car manufacturer for 3 years in a row. Attendees were management at VP level or up, or being groomed for that level. The reason for visiting Asia was that the company realised that too many of the German leadership thought that the world ended at the German border and all international markets were like Germany. When I explained the journey towards a "car-lite" Singapore (make private cars unnecessary by improving public transport), they actually get angry and aggressive. If it is not like Germany, it is wrong even though our context is totally different... I find that always fun as it is quite predictable.

I have seen the same behaviour by European government officials. One of them questioned why Singapore dropped 100% EVs by 2030 target and replaced it by 100% clean (EV or Hybrid) target by 2030. This was changed around 2019 because they realised the vehicle supply and charging systems pipeline might not be sufficient to meet the original 100% EV goal. The Dutch official replied that in Holland that 100% EV target was not a problem. When I asked the official why, it was "in is in the policy and I wrote the policy, therefore it will happen". Now it is pretty clear that it will not happen.

My next car is most likely a BYD or a Deepal (ChangAn).

When I worked with Daewoo in 1996, no way I would have bought a Korean car, especially a Kia. Now, no concerns at all with Korean cars and for me personally, Kia styling, features and price points are the most attractive.

When I started working in 2000 with the Chinese carmakers, I would never think I would buy a Chinese car. Most cars we worked on were terrible but some had promise. But now I am seriously considering a Chinese car as the build quality is there. The same production lines make Volvos, Minis, Smarts and other non-chinese branded cars.

On the other hand I recently rented a brand new Renault and VW as rental cars in Europe and they were highly disappointing and their software was junk. My 9 year old Volvo V40 is still a much better car than either of these 2 rental cars. My Volvo has no ALKS or Adaptive Cruise Control but the Renault ALKS was downright terrible on narrow Scottish Roads (and I could not figure out how to turn it off) and the VW Adaptive Cruise Control was unusable and I stopped using it after a while. The whole VW user interface made no sense and it took us a long time to figure out how to change language from German to English (I hired this car in Hungary).

Final comment: The Europeans are worried about Chinese imports to their home markets. But They should also worry what it does to their export markets. This article only points to China, but in the rest of Asia, South America and Africa, Chinese car sales are increasing at the expense of other brands. In my market Tesla and BMW are holding up ok, VW is becoming a rare sight but more Skoda and Cupra EVs are appearing and the Japanese are slowly being wiped out. If countries put up barriers to their home markets, it is just delay of pain as export markets still will be hit hard. One comfort for the Germans: I believe the Japanese are in far bigger trouble.

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