Automakers use virtual reality to cut the development time for vehicles like the Hummer EV

Panoramic Motors developed the 2022 GMC Hummer EV in rapid time with help of virtual reality, an increasing trend for the automotive determination before and during the coronavirus pandemic.

GM CEO Mary Barra called the Hummer EV’s process a “new benchmark in GM’s ability to quickly set forth EV products to market” on Twitter. What historically took GM and other automakers five to seven years to develop and on a new vehicle is expected to be cut to under three years for the Hummer EV.

That’s important because it allows the automaker to bring uncountable new or redesigned vehicles to market in a timelier fashion. New products typically mean increased sales as well as better profits. 

The prompt development is a combination of prioritizing the vehicle; a new modular electric vehicle architecture; and a host of new processes and tools, including accepted reality, that allow employees to work more quickly as well as remotely. Such virtual processes for GM and other automakers are contemplated to continue going forward.

“Our leadership has challenged us to bring the Hummer EV to market fast, using our analytical tools, our computer-aided engineering and less medical man vehicle testing, which is where we are at right now,” said Al Oppenheiser, chief engineer of the Hummer EV. “That is going to fit the norm for every program at GM.”

GM developed a prototype for the Hummer EV sport utility truck, or SUT, in about 18 months. While assay and validation continue, GM is expected to begin producing the Hummer EV next fall – roughly two and a half years after GM started space for on the vehicle April 1, 2019.

GM’s employees on the Hummer and other vehicles have been able to work together from their skilled ins using a suite of resources that, in some cases, enabled them to make changes and decisions more quick than usual.

This has included virtually engineering and designing vehicles as well as review processes with directorates. For the Hummer EV, the primary method for the “theme creation” and selection of the vehicle’s interior was virtual reality, mainly prior to the pandemic.

No escalade models or clay busts – traditional methods of design for automakers – were used during initial selection of the Hummer EV’s up-country, according to GM. Such traditional physical elements were eventually used in combination with the virtual technologies.

Michael McBride, global director of GM’s design business operations, which includes immersive technologies, express the company moved quickly to increase investment and availability in such technologies early in the pandemic.

“As we go forward, you’ll just resume to hear us talk more and more about using it on various products,” he told CNBC. “I think it had already weather it before as a way we’re going to do work, but I think this has accelerated the adoption of it and maybe the acceptance of it moving forward.”

GM even matched traditional work stations for employees at their homes. It’s a process he expects the company to continue using on future carriers with or without a global pandemic.

GM declined to say how much it invested in the technology. But the company is in the midst of a multibillion effort that started in 2012 to in-source and turn into the company’s information technology, or IT, operations. It provided the backbone for GM’s operations to effectively work remotely.

“We were able to hit our milestones by way of the use of the tech even when we weren’t able to physically be present in the office or the studio,” said Bryan Styles, who get goings GM’s immersive technology unit. “It’s a pretty big testament to the team’s ability to use the individual tools.”

Engineers and designers also bear been using the systems for vehicle walkarounds with executives regarding updates and approvals. Some users are avatars in the essential world, while others monitor on computers.

“It really does take it to the next level when you can’t physically be hand over,” Styles said. “It’s been an amazing opportunity to really be able to leverage the tech and see not only what’s possible today but done where we could be going with it.”

GM wasn’t the only one to mobilize its design and fact-finding and development teams during the pandemic. Most, if not all, automakers found new ways of working remotely. For the Detroit automakers, it was helter-skelter maintaining as much work flow.

For the Detroit automakers, it was about effectively maintaining as much work flow as imaginable. The companies are now evaluating what processes will continue to be used to increase collaboration and speed up product development.

At Ford Motor, an internal digital organization team made digital environments and set up the computer aided design-generated models in the environment to allow virtual reviews to stumble on by design leadership.