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- The New Concept: A Hard Thing to Promote (Story)
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| The New Concept: A Hard Thing to Promote |
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It is only human nature that people are suspicious and skeptical of things they do not fully understand. This was certainly true of Honda's 4WS system, which would be a challenge to sell in the marketplace. Compounding the problem was that four-wheel steering control is very complex, making the benefits difficult to understand simply by describing the specifications. It would be hard for anyone to understand just how much the maneuverability and stability have improved without actually driving the car and experiencing its effect. When basic research began, there were as many doubters in the company as there were believers. Some expressed their doubts in an outright fashion, saying that the rear wheels should not turn and that using them for steering control could never work. But as the 4WS development project progressed, moving toward the D-development stage, Furukawa, the newly appointed LPL, had to think of ways to promote confidence in the new system. Problems were nevertheless manifested in the D-development stage that the team hadn't even imagined during the R-development phase. For instance, the 4WS system would need long link shafts, but those wouldn't fit on the production line because all extraneous space along the line had been eliminated for maximum efficiency. Suspension alignment, too, became an area of concern. With a conventional vehicle, the alignment process simply requires that the front wheels be adjusted against a fixed reference point,-the rear wheels. But in a car equipped with a four-wheel steering system the body would have to serve as the reference, necessitating changes in the equipment and process used. Regardless of any possible benefits it might offer, a technology can not be applied to products if it requires an excessive investment, since that will only force the cost of those products higher. To solve the problem, the factory had to work hard to find ways of controlling costs. Furukawa knew he had to do something to alleviate the sense of doubt that was becoming prevalent among the factory personnel and other staff. So, while working to solve the problems at hand, he decided to give his colleag-ues an opportunity to drive the car themselves. After all, it was the only way for them to experience the sensation of a 4WS system, and the only way to understand its potential impact. Furukawa formed a 4WS promotional committee so that test drives could be arranged for factory and service personnel. It was through such tests that the people who would actually produce the final product came to perceive it as an entirely new level of dynamic performance. In fact, the test drives not only facilitated communication among all involved, they also sparked enthusiasm about Honda's exciting new technology. Eventually, the associated staff people at Honda's overseas offices, along with journalists and officials from certifying agencies, were invited to try the system, thus nurturing an accurate understanding of 4WS. |
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