CARDESIGNPICS开始将触角深入推进到汽车造型设计的深水区，将首次以独立研究者的身份，重磅揭开全球汽车设计产业链的核心地带。作为全球首个汽车设计自媒体，有责任，有义务为推进中国汽车设计产业，尽一份草根屌丝部落应有的贡献！仅仅把设计自媒体定位在汽车图片收集、将外网的图片COPY PASTE在微信上的做法，呵呵！

    在汽车研发过程中，造型设计处于产业研发的最核心阶段，其开发时间的长短与设计质量直接关乎产品命脉，而庞大的丰田体系，要开发几百款车型全新、改款、改型，以及概念车设计等，设计流程更为显得直接重要。

    历经美国刹车门、泰国水灾、福岛核电站等各种事件，丰田仅仅失去了全球第一没多久，又重新夺得了世界头号车厂地位，其秘密武器是什么？造型设计评审流程的改革，全新的设计战略是其重要的杀手锏！

     2012年丰田汽车公司通过减少设计审核的参与人数来改变其设计方式。丰田公司所有品牌汽车的总设计师，福市笃雄(Tokuo Fukuichi)认为：“丰田的问题就在于它有太多的筛选工序了。当太多的人参与进设计的时候，你是在通过减少汽车的缺点来进行设计，而并没有创造新的优点，并没有进行冒险。”

而这与丰田总裁丰田章男的想法不谋而合。丰田章男希望未来的丰田汽车和雷克萨斯汽车可以有自己的特色以使其在汽车领域做一个引领潮流的公司而并非追随者！

积极倡导全新丰田设计流程的福市笃雄正是通过此战略更改，以及全新的设计战略，在14年3月，成功荣登雷克萨斯部门的总裁,上位成功。这与他的性格是非常有关的，福市笃雄本人以勇于冒险和鼓励验证新概念在公司内部著称。

而这也正是丰田汽车越来越个性，嚣张、酷炫、时尚、激进、年轻、与未来更接地气的原因之一。

那么丰田汽车设计开发流程是什么呢？经过搜索找到一些简化流程供参考。
丰田汽车产品研发流程

1-最初，设定目标消费群，将他们认为有魅力的要素，放到产品企划和外观设计中去；

2-外观设计基本定形后，负责外观设计、功能设计、评价和生产技术的工程师会聚集到项目室来，对品质、性能、成本和生产效率等各种要素作 出确认、验证后，再反映到图纸中去；

3-筹备制造批量试制车用的零部件。在CV，即确认车辆阶段，最终检验试制车的品质和性能；

4-通过试验确认车辆性能。试验主要分为安全性能、可靠性能、和产品性能这三大部。丰田对开发中车辆的销售地区的使用环境作出充分的调查，顾客用车的环境多种多样。比如中国既有冬天气温下降到零下30度以下的地区，也有高温潮湿的区域，更有海拔超过4千米的高山地带；

5-开发中的车辆必须达到车辆企划和设计所要求的性能，在车辆确认过程中的所有疑问或问题都得以解决后，就会移交给生产部门经过产品试制后，最终下线。

丰田汽车公司是非常鼓励自我创新，将设计流程与评审流程与自身企业发展、竞争对手状况、自身发展目标相匹配，不断进行改进的，富有智慧的公司。他们开发了一种富有可行性的设计评审机制——基于失效模式的设计评审(DRBFM)。

设计评审具有三大核心目的，其答案是：A其设计功能是什么？B设计能否实现？C设计能否制造？

什么是设计评审DESIGN REVIEW？
答案是：为了控制产品的设计、品质及为了构成按照计划制造、输送、设置、使用、保全等，对程序收集客观只是给予评价，提出改善，确保能迈进下一阶段的组织性活动。

丰田汽车基于失效模式的设计评审(DRBFM)
为此提供英文原文：
Design Review Based on Failure Mode (DRBFM) is a tool originally developed by the Toyota Motor Corporation. This tool was developed based on the philosophy that design problems occur when changes are made to existing engineering designs that have already been proven successful.

Methodology[edit]

DRBFM Methodology was developed by Tatsuhiko Yoshimura, a Quality Expert and a professor at Japan\'s Kyushu University. Yoshimura knew that design problems occur when changes are made without the proper level of supporting documentation. Using the philosophy of Preventative Measures (Mizenboushi), he created his own philosophy of DRBFM. Dr. Tatsuhiko Yoshimura supported the development and usage of DRBFM at many companies. He believes companies that implement the usage of DRBFM will be a better company. He believes the implementation of DRBFM requires discipline and engagement of everyone to the one goal of adding value to the customer by meeting engineering functional requirements and customer expectations.
The Philosophy of DRBFM centers on three concepts:
Good Design
Good Discussion
Good Dissection
The DRBFM methodology is now a recognized documented process by SAE (Society of Automotive Engineers)and soon to be by AIAG (Automotive Industry Action Group). SAE J2886 DRBFM Recommended Practice was published in 2013 and the AIAG DRBFM Document will be published in the second quarter of 2014. Bill Haughey is the chair of both the SAE and AIAG committees to ensure a consistent application of the DRBFM process within both documents.
Good Design[edit]
The basis for reliability is not to change a design; therefore, Mr. Yoshimura believes that if a design changes, the change should occur in small increments. Disturbance to a design is caused by the discontinuity of implementing changes affecting the interfaces between parts and interactions between systems. The design should not be changed in two different places simultaneously, because making too many changes too fast has the potential to result in failures faster than our capacity to detect them. One key to successful change is to make changes visible. Dr. Tatsuhiko Yoshimura mentored many people in his methods defined in GD3. Bill Haughey, one of his students, completed an Ebook (published by SAE http://books_sae_org/book-pd251136) \"Design Review Based on Failure Modes (DRBFM) and Design Review Based on Test Results (DRBTR) Process Guidebook.\" The book features process step by step details of the methods along with examples. Haughey (http://reliatrain_com) is currently the chair of an SAE committee developing a DRBFM recommended practice (J2886).
Good Discussion[edit]
In discussions we should concentrate on the proposed changes to a design. If a proven good design is applied to future products, then the risk of failure is low; however, if changes are made to the existing design, then the probability of failure is increased.
Mr. Yoshimura advises individuals to work to understand the changes as opposed to trivializing them. He also advises that validation testing can help to identify design weaknesses; but, he also states that good discussions held at preliminary design reviews can achieve the same result. The good discussion that Mr. Yoshimura refers to here is also known as DRBFM (Design Review Based on Failure Modes).
The analysis for DRBFM is modeled after a linkage between a good design review and FMEA. A comprehensive, well-done FMEA can be considered one of the prerequisites (plus many other preparations sheets defined in the methodology) for a DRBFM; DRBFM is implemented when change occurs (design, process, supplier, etc.). The intent of the DRBFM http://reliatrain_com/drbfm/ ) is to make these changes visible by discussing them at length, as well as every possible concern for failure that may potentially occur - anything that impacts quality, cost or delivery.
Good Dissection[edit]
The third part of the GD3 concept. One objective of a good design review is to examine the results of validation testing, making all product weaknesses visible. This examination involves applying another GD3 concept, Design Review Based on Test Results (DRBTR). When applying DRBTR, we must, wherever possible, observe the product test before, during and after completion. DRBTR looks for the validation (test) engineer to lead the review of a DRBTR review to exam the tested part and look for buds of problems that are about to happen (test failures are evident). DRBTR encourages the designer and test engineer to discuss potential problems (observations) or weaknesses from a cross functional multi-perspective approach, and to share this information. DRBTR has the designer observing actual test pieces and discussing test results in open discussions, such as design reviews. Furthermore, when dissecting test results, one must consider manufacturing variation, test profile and expected quality and reliability targets of the product. This process is defined in detail in Bill Haughey\'s Ebook (published by SAEhttp://books_sae_org/book-pd251136) \"Design Review Based on Failure Modes (DRBFM) and Design Review Based on Test Results (DRBTR) Process Guidebook.\" The book features process step by step details of the methods along with examples.

最后，再来介绍下精彩文章：
丰田欲颠覆传统设计风格 强调个性
当福市笃雄（Tokuo Fukuichi）重回丰田总部的总设计师之位时，丰田总裁丰田章男对他提出一个简单的要求，那就是：将丰田汽车设计得简单而酷劲十足。但福市笃雄拒绝了这个要求。
“我对总裁先生说，外观仅仅是酷还不够好，丰田已经在努力改造难看的部件，使之变得更好看。丰田的设计中最需要的是‘个性’。”福市笃雄告诉路透社记者。现年61岁的福市笃雄在80年代后期设计了第一代普瑞维亚（Previa）。普瑞维亚也被称作子弹头或蛋式，是一款让人非爱即恨的车型。

　　丰田章男批评丰田公司忽视了汽车的娱乐性和刺激性，并准备改进丰田平淡无奇且由设计师主导的设计过程，而福市笃雄正是设计工作的合适人选。

　　2011年，在丰田章男来到关东汽车公司后，他做出一个罕见的举动，即要求福市笃雄重新加入丰田。两年过去了，丰田的设计开始有改变的迹象。从高档品牌雷克萨斯的纺锤形格栅设计到Auris掀背的直角前灯，丰田正一步步改变自己纯功能型的设计风格。

　　但并非所有人都对改变感到高兴。在去年六月的股东大会上，雷克萨斯的全新外表成为争论的焦点，但福市笃雄对此并不担心，他说：“如果现在不冒险，那我们就没有未来。”

　　丰田会在周一的底特律车展上展出Furia概念车，这也成为公司愿意冒险改变风格的最新证据。预计该款车能让消费者对其下一代卡罗拉紧凑型轿车有一定概念。

设计※※决定不复存在

　　分析显示，全球销量最多的汽车制造商丰田已经开始改变。

　　丰田现在正在夹缝中生存，它不仅要与宝马和大众奥迪这样的设计领导品牌竞争，还要与快速发展的韩国现代竞争，且韩国现代因其大众化车型看起来比定价贵得多而受到赞赏。

　　瑞银集团日本分公司高级分析师Kunihiro Matsumoto 指出，“丰田的竞争对手越来越多，它们通常都在技术安全性和燃料效率方面做改进，但丰田与它们不同，它在产品设计方面仍有改进空间。”

　　丰田的高管们深知丰田汽车长于质量而非外观。一些车型，如凯美瑞那一代的车型，就以专注中庸的风格而著名。

　　福市笃雄说：“之前我们致力于减少技术方面的瑕疵，这使得我们的汽车虽不至于招致厌恶，但也不会有人为之狂热。”为解决这一问题，福市笃雄改变了由委员会主导设计的传统。

　　过去，会有大约100名小组成员对设计打分，之后统计这些分数以反映他们的不同意见并淡化较尖锐的意见。最后在名古屋附近的丰田总部会有30名高管做出最终决定。

　　现在，设计师推荐他们最喜欢的设计。小组成员还是会纳入考虑范围，但不直接决定设计。之前那些拥有话语权的高管们将会减少三分之二。

　　“※※决定将不复存在”福市笃雄在路透社最近的采访中这样说道。

　　放弃“持续改进”

　　近年来，丰田的韩国对手现代与其附属公司起亚在产品款式上备受赞誉，让消费者对它们的品牌充满期待。

　　去年，韩国现代雇用了前宝马设计师克里斯托弗·查普曼（Christopher Chapman）作为其美国设计中心首席设计师，同时起亚公司也提拔前大众设计师彼得·希瑞尔（Peter Schreyer）成为公司首位外籍总裁。

　　为了迎头赶上，丰田做出许多前卫的设计，目标对准年轻买家。一家日本报纸登出广告，内容是著名喜剧演员兼电影导演北野武盯着新款皇冠，好像他不知道该拿它怎么办的样子。考虑到大部分买家已将厌倦了白色与黑色的设计，丰田皇冠豪华版（Crown luxury）使用该车型的粉色版图片为其做宣传。图片显示该车型拥有一个巨大而闪亮的闪电型护栅，上有标语“Reborn”。

　　专家指出，丰田的改变之一就是建立款式的连续性，这样消费者们一眼就能认出该系列车型的其中之一，这就像消费者可以一眼认出奥迪或宝马一样。

　　东京理科大学教授贵岛孝雄说：“许多欧洲汽车制造商都继承了品牌独有的产品设计风格，日本车没有这样的品牌风格，所以在没有品牌标记的情况下你很难分清日本车的品牌。”贵岛孝雄常年研究汽车工业。

　　丰田的工程及生产一直遵循“持续改进（kaizen）”的理念，这一理念也可称作“进取不懈”，它能帮助企业进一步提升现有科技水平，但当谈到设计时，福市笃雄认为丰田应该放弃这一公司传统理念。他说：“如果遵循‘持续改进’原则，你可能会成为一名身材良好的模特，却成不了一名演员--一名身材容貌都不算好却令人难以忘却的演员。

　　专家通常都会赞许丰田的改变，尽管他们警告改变可能会在这家保守的公司中受到阻碍。一些专家提醒说，这家以保守为特点的公司对于设计方面过于激进的改变，像是对皇冠和雷克萨斯的改变，可能会疏远现有客户群。

　　“那些设计精巧的汽车就像裁剪精细的西装，”底特律创意研究学院教授Kunihisa Ito说，“对丰田来说，追求前卫风格可能意味着失去其原有的美感。”

而面对批评家，丰田以实际销量给予了回应，那就是又高高重返汽车企业第一宝座。

英文原文如下：

Toyota drops ‘plain vanilla’ styling
When Tokuo Fukuichi was brought back to Toyota Motor Corp to become head of design, he was given a simple directive from President Akio Toyoda: make Toyota cars simple and cool. He took a risk and objected.
“I said, look, Mr. President, just cool is not good enough,” Fukuichi told Reuters. “Toyota had already tried hard to fix ugly parts and make them look better. What Toyota lacks the most is character.”

Fukuichi, 61, knows something about character. In the late 1980s, he designed the first generation Previa, also known as the “egg-van” - one of the most love-it-or-hate-it Toyota vehicles ever.
For Toyoda, who has criticised his company for losing sight of the fun and excitement of the automobile and has tried to shake up its stodgy and engineer-dominated design process, Fukuichi brought the right kind of edginess to the job. In a rare move, he asked Fukuichi to rejoin Toyota in 2011 after he had left for group company Kanto Auto Works.
Two years on, Toyota\'s designs are starting to show signs of change. From luxury brand Lexus\'s pinched-in-the-middle “spindle” grille to the Auris hatchback\'s sharply angled headlights, Toyota is taking steps to distance itself from a legacy of “plain vanilla” styling.

Not everyone is happy. At a shareholders\' meeting in June, the very first issue raised from the floor was a complaint about the new “face” of Lexus models. But Fukuichi is unfazed.
“If we don\'t take risks now, there will be no future for us,” he said.
The latest evidence of Toyota\'s newfound willingness to take risks with the look of its cars will be on show at Monday\'s Detroit auto show when Toyota reveals the Furia concept sedan, expected to give consumers a sense of what is coming when it launches the next version of its top-selling Corolla sedan.
Not a democracy
Analysts say Toyota, the world\'s largest car maker by sales volume, has been driven to change. Toyota is being is squeezed between brands such as BMW and Volkswagen\'s Audi, which are seen as leaders in design, and a fast-rising rival in Hyundai that has won praise for the way it has managed to make its mass-market sedans look far more expensive than their sticker prices.
“Competitors are on the rise, and they are generally improving in areas such as safety technology and fuel efficiency,” said Kunihiro Matsumoto, an autos analyst at UBS Securities in Japan.
“So Toyota needs to distinguish itself in other ways. There is still room for Toyota to improve its products through design.”
Toyota executives know that their cars have traditionally sold on quality rather than looks. Some, like generations of the Camry, have been famed for an inoffensive styling that was aimed straight at the middle-of-the road.
“Before, our craftsmanship was focused on cutting out flaws. That led to cars that were not hated by anyone, but also not enthusiastically sought after by anyone,” said Fukuichi.
In an effort to fix that, he has shaken up a tradition of design-by-committee.
About 100 panel members used to give scores to designs, which would then be tweaked to reflect their varying opinions and become less edgy. Some 30 executives were involved in making the final decision at the design tower in Toyota headquarters, near Nagoya.
Now, designers recommend the model they back most strongly. Comments from panel members are taken into consideration but do not necessarily determine the design, and the number executives with a say has been cut to a third of what it was.
“It\'s no longer a democratic decision,” Fukuichi, told Reuters in a recent interview.

Forget ‘Kaizen’
In recent years, Toyota\'s South Korean rivals Hyundai and its affiliate Kia have won kudos for styling, helping to transform the consumer image of those brands.
Hyundai last year hired former BMW designer Christopher Chapman as chief designer at its US design centre, while Kia promoted Peter Schreyer, a former Volkswagen designer, as the first foreign president.
In an effort to catch up, Toyota has paired more aggressive designs with edgy marketing, eyeing younger buyers.
Promotional images for the Crown luxury sedan that most buyers will seek in black or white have used a flamingo-pink version of the car, which features a big, lightning bolt-shaped grille, with the tagline “Reborn”.
One Japanese newspaper ad has popular comedian and film director Takeshi Kitano staring at the new Crown as if he\'s not sure what to make of it.
Experts say one of Toyota\'s challenges will be building a continuity into its styling so consumers can recognise one of its models from a block away - as they can with Audi or BMW.
“There are many European automakers that have inherited design with their own identity. Japanese cars do not have that, and without the badge, it is hard to tell which brand it is,” said Takao Kijima, a professor at the Tokyo University of Science, Yamaguchi who for years worked in the auto industry.
Toyota\'s engineering and production has been defined by the philosophy of “kaizen”, or continuous improvement, helping it excel at refining existing technologies. But when it comes to design, Fukuichi says Toyota needs to throw out what has been one of the central organising principles of the company.
“By doing kaizen, you might be able to be a fashion model with a good figure, but not an actress - unforgettable even if she has a less attractive figure and an unusual face,” he said.
Experts generally laud Toyota\'s efforts to change, although they caution it will be a tough message for the conservative company to absorb. Some warn that changing the design too aggressively for conservative signature cars - like the Crown and Lexus models - could alienate existing fans.
“Those cars are wonderful like really well-tailored, sophisticated suits,” said Kunihisa Ito, a professor at College for Creative Studies in Detroit. “For Toyota to pursue an aggressive character, could mean losing its original beauty.” — Reuters

因此CARDESIGNPICS认为，一个企业，只有领导对设计真正理解了，愿意赋予设计团队真正的梦想和平台，那么传奇指日可待.那就是，不要干涉汽车设计团队的工作，让他们做心目中真正想要的车，工程师配合做出来，让消费者买单，再也不要为了对手为了销量而做山寨和copy paste的设计了.

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保姆车前两代还看点，这款真有点像铁血战士的嘴巴！
本帖最后由 cklzll 于 2017-5-27 09:05 编辑

这个挺好呀，泪痕不太看得明白。

本帖由 无忌论坛V3.1.0 iPhone5/5s iOS10.2.1 客户端发布

娘胎里带的吧

满大街凤姐，三年后大家也习惯了

雷车现在也是丑哭了，最新版的眼角还带着泪痕呢。

我猜你是国务院办公厅的，敬仰敬仰
1. 现在的考斯特是原来留下的，不可以铺张浪费重新换车。（我D还用考虑是否浪费？有多少几年十几年的建筑物都是建了拆拆了建的，还差几部车？如果有政治需要，浪费多少都不是浪费）
2. 目前国产没有合适的。（即使国产没有合适的，那也完全可以采购其他非日系的车子，如果奔驰太奢华，那完全可以采购低调的北欧几个小国的品牌，也有很好的。堂堂天朝※※，竟然乘坐便宜极丑的日本车，纯粹是叫花子的代表啊，这不符合我天朝的治国理念啊）

还有比酷路泽更好看的越野车吗😊？
以前没有，以后也不会再有。

宇通，金龙也不行吗？

正如WJ所说，没有最丑，只有更丑

最近几年丰田车外观真的丑哭了。唯一能看的是锐志，因为没有改版。作为雷车车主，觉得雷车还算好，不过觉得纺锤形前脸一点都不好看，前脸又设计那么多尖锐凹槽，都是卫生死角。雨刮器下面一个深槽，简直是专门为收集树叶设计的。
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1. 现在的考斯特是原来留下的，不可以铺张浪费重新换车。
2. 目前国产没有合适的。

疯舔脏男说了，你们认为丑的地方都是我们认为需要改造加强的部分，要不会有致命危险，至于为啥往丑做，你见过几个美女能长寿的，都是被你们这些汽车人或者汽车屌丝折腾死了！你们认为好看的设计，人家都做了，我们作为汽车业的急先疯，总不能跟随吧，必须标腥立异！ 本帖最后由 ould8888 于 2017-5-23 20:46 编辑

如果坐奔驰下乡，乡下没有4S店，拖车很麻烦的。

丰田的外观，确实不咋地