Tech Briefs
The mirror's image

Inspection of Nissan Micra mirrors in a Britax paintshop. Laboratory testing of a Jaguar mirror to check downward load capability.

Motor show concept cars are all about innovation—aesthetic and technological—and great attention is often paid to aerodynamic efficiency and cohesive styling. And yet invariably there is one element of design that challenges the most forward-looking, innovative, and imaginative specialists: the ability to look backwards. Exterior mirrors stick out on many concept cars just as they do on production models, and they are just as essential as driver safety aids as headlights and turn signals.

But mirrors have proven difficult to integrate within overall body styling. Britax RVS (Rear Vision Systems), a producer of automotive mirrors, is well aware of the challenge, but also recognizes the need for caution in finding alternatives to the traditional location of exterior mirrors. "Drivers take the positioning of mirrors for granted, relying on them for information on busy roads, and therefore the increased risk of accidents makes rear-vision mirror relocation inadvisable," said Mark Selway, Divisional Managing Director at Britax. "It also becomes pertinent to question whether you need to change it. Change is expensive, and as drivers rightly expect their cars to include safety features, most will not pay more for passive safety."

However, Britax is developing a number of new features, including "near-object/blind-spot detection" systems and camera technology. Camera technology and interior display screens can make a major contribution to vehicle aerodynamics. Britax recently acquired Public Safety Systems Inc., which designs and manufactures speed and video detection and surveillance equipment. "This acquisition will facilitate operations at Britax, as organized knowledge-sharing will rapidly speed up the learning curve," said Selway. He then explained that "near-object detection systems alert drivers to objects in close proximity and blind spots. The challenge for this technology is distinguishing between objects located at a safe distance that pose no danger, and moving vehicles that pose a threat. In the future, radar systems could tackle this problem and replace traditional visual warning systems. Some vehicles already have near-object detection technology, but this will only become commonplace if the market demands it."

Although camera technology is being developed, Britax states that high-volume production is ruled out on grounds of cost. In the shorter term, the company is achieving "considerable developments" in combating mirror vibration. "New 'rapid attachment' mirrors not only reduce vibration, but with self-docking electrical components, they also reduce assembly time," said Selway.

The company also has programs focusing on cost-effective ways of incorporating safety and additional extras—e.g., memory and temperature sensors, antennae, electric power-fold, and lane-change indicators—into a basic mirror. But the benefits of these functions must be clearly presented to the consumer. Practical consideration must inform innovations in design if they are to address real needs, otherwise future consumers will not adopt them. A major challenge the company faces is to find new ways of standardizing while still serving the stylistic, cultural, or taste differences of a diverse range of consumers. More than 250 variations on the external rearview mirror—including color and special features—may be required at any one time to meet the needs of the global market. The United States accepts a rigid, one-piece mirror but European legislation requires a jointed design, allowing it to break away in the event of impact. The engineering challenge is to provide for a pivot while allowing manufacture of an identical outer casing. Therefore, while mirrors must be increasingly versatile and adjustable, with ever more built-in features, components must be reduced to cut costs.

The company puts great emphasis on understanding and meeting customer needs. It has introduced an initiative process called Drive, aimed at "freeing employees from restrictive practices that stifle creativity." All innovative ideas are logged. "You cannot just put people in a room and tell them to be innovative," said Selway. "As a company we try to create an inventive environment by fostering a culture of innovation. If those concepts are deemed practical, prototype designs are instigated. This process is called 'bookshelf engineering.' It is increasingly part of the global supplier's role to trial new products and win patents on features without a specific brief; this means that customers can be confident of proven new product performance in the minimum lead time."

In the early 1990s, as a supplier to Nissan and Toyota, Britax learned a valuable lesson in terms of design and manufacturing efficiency, as well as quality. The company's score in a Nissan benchmarking study to assess world-class performance was below 50%. Senior Britax executives traveled to Japan and spent three weeks at Toyota University appraising their factory operations. Changes resulting from this included the introduction of lean and just-in-time philosophies. Traditional assembly lines were replaced with a cell structure that facilitated flexible assembly, each cell being replenished with made-to-order components to minimize waste. A small problem-solving team acts as a "safety net."

Britax is an around-the-clock assembly and design operation. Its global capability was demonstrated in 1998 with a contract for the rearview mirror of the Ford Focus. "This was the first truly global launch of a mirror program," said Selway. Britax has facilities in the UK, U.S., and Australia, and its customers include Nissan, Toyota, Peugeot, Volvo, Renault, Rover, Ford, Jaguar, and Audi.

Stuart Birch