Global viewpoints: Europe embraces the AT-factor
Saab concentrates on 'cornerstone' technologies
 Lars Olson, Saab's Vice President, Technical Development-Vehicles, believes safety "can go on being improved." |
Lars Olsson, Saab's Vice President, Technical Development-Vehicles, is one of the few senior automotive executives in the world able to take a positive view of the cost pressures that beset the automotive industry. And he can do so because Saab is part of the giant GM.
"We have a lot of possibilities to save costs," Olsson said. "We are a relatively small company within GM, and when we buy from suppliers, our volumes are insignificant compared to those of our parent company. But when we add those volumes to what GM is buying, as we often can, it then brings significant cost savings because we are not buying as a small company. This applies not only to vehicle components, but also for manufacturing equipment. It is a big benefit for a small company."
That benefit applies to the escalating incorporation of technology in today's cars. But Olsson is aware of the potential financial dangers of Saab being too prominently "in the front line" of technology, a position that can bring a high price tag. "We have to look at technology in the context of our company and its possibilities," he explained. "I believe we must focus just on those areas that are very important to our future. We have to go for the 'cornerstones' of our company and the technology connected to them. We can't work on everything."
Achieving vehicle requirements and meeting customer expectations without complicating the operation of technology is a particular Saab aim. "Certainly we must always consider making additional technologies more simple to use, and I believe it is feasible to do so," said Olsson. "We must not make things too complex for our customers. As far as the cost of incorporating advancing technology in our cars is concerned, we can have a lot for what we regard as the 'right' price."
 Saab emphasizes safety, an area that can continuously be improved, according to the company. |
Olsson sees reducing fuel consumption as a priority, but he also underlines the importance of maintaining the drive-ability of Saab products. With all that in mind, one of the specific technologies that is taking up a significant portion of Saab's R&D effort is its variable-compression engine. AEI is one of the few publications whose editors have driven a car in which a prototype power unit has been installed. The technology has the potential to improve fuel economy, emissions, and performance. If it proves to be viable for production, it could well become a new Saab cornerstone, just as turbocharging did in the late 1970s.
Although part of GM, Saab has formed alliances with companies such as Austria's Magna Steyr, which will be responsible for producing Saab's next Cabriolet. There are no plans for cooperation with Volvo, Sweden's other car producer, which is a market rival. An area that both OEMs have in common is an emphasis on safety. "We believe safety can go on being improved and that there remains much to do," said Olsson. "We might add systems to the car that will make safety technology more proactive. For example, opto-electronic driver aids may be applicable. Availability of this technology for production cars is not far in the future. Safety is very important to Saab and is like our focus on quality: it is important for the company to be among the best."
Although Saab used plastic composites for its 1960s Sonnett sports car, it has not relied extensively on alternative materials. But aluminum is a material that has many attractions for an automaker, including crash performance and weight savings. "I am very positive about aluminum," Olsson said. "But I do not want to use it just because it is there. We need to go step by step in its use on our cars. I am certainly not ready to make a Saab entirely of aluminum tomorrow. But we will use it for some parts of our cars in the future."
Saab can call on GM's R&D expertise in many areas, including materials and electronics—expertise that can help shorten new model lead times. Olsson will not put a figure on lead-time targets for its next car, which will replace the 9-3, because every company measures such times in different ways. "We are aware of the need to shorten development times and to make fewer prototypes in order to drive down costs," he said. "We will make increased use of computer simulation to achieve this."
The company exports to 54 countries, with the 9-3 and 9-5 taking about equal export shares. The 9-3 successor is expected to become the company's major global platform, according to Olsson.
 The Saab 9-5 Station Wagon. |
Saab makes use of e-commerce and the Internet, with particular emphasis on its integration with GM in terms of purchasing. But Olsson underlines the importance of the Internet for the company's product development plans for telematics and infotainment, areas it sees as having great importance for the future. "We see our cars looking after their users far more in the future, not just in terms of navigation, but providing information that will include such details as dealer service or even the price of new tires," he said.
Despite being part of the GM family, Saab is now establishing a "premium platform" partnership with Fiat—particularly the Alfa Romeo and Lancia members of the Italian group.
Government regulation in many aspects of the automotive industry is increasing, and Olsson expressed specific concern about tougher fuel-consumption requirements in Europe and aspects of safety legislation. He described the need to achieve desired crashworthiness and overall safety levels to meet the differing requirements for Europe and the U.S. as "difficult." The standardization of safety requirements between the two continents looks unlikely, in Olsson's view. He said such standardization would "make my life easier," but he is not too concerned if it does not. "It is true that in optimizing for Europe, a company's products may not come out so well in the U.S., and vice versa," he said. "However, achieving both can be stressful for an OEM, but it also has a positive effect in achieving solutions and optimizing them."
Olsson said that from a personal viewpoint, he would like to see Saab directly involved in a motorsports program in the future. "But as a relatively small company," he said, "I feel that today we are spending our money in the right area: developing new products. I believe there are benefits to be had from motorsports because experience can be gained that can be applied to ordinary production engineering and it can stimulate employees. It provides a technology database. So it may happen in the future, but not yet."
Saab manages to combine many facets of automotive design and engineering. Its emphasis is on safety and quality, but there is also an unusual mix of high-performance (aided by turbocharging) and understated styling. In some respects, it nourishes a traditional, even cautious engineering philosophy, and yet it is capable of surprising the world with bold concepts such as its supercharged, variable-compression power unit. In short, Saab does not really conform. Asked what worries him most about the automotive industry of the future, Olsson gave an equally nonconformist reply: "It is the fact that this industry is such fun when developing new cars and technology that you do not go home on time."
