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Check out Ford's fully automated self-parking car [w/video]

As automakers continue to find uses for autonomous and semi-autonomous vehicle technology, Ford of Europe has announced that it is developing a self-parking system for future use. More advanced than the Active Park Assist already offered in many Ford products, the new Fully Assisted Parking Aid can take full control of the vehicle and can navigate angled and perpendicular parking spots.
While today's Active Park Assist can only parallel park with the driver controlling the gas, brake and gear selection, Fully Assisted Parking Aid can operate steering, gas, brake and gear selection all while making sure the car is properly parked in the intended space. As with APA, the driver pushes a button to make the car look for a proper spot (at speeds of up to 18 miles per hour), and when an adequate space is located, the operator pushes another button (either inside the car or outside via remote control) for the car to park itself - the button must be pressed throughout the whole parking maneuver. Even though Ford says that the car can effect gear selections on its own, the system must still start from Neutral, and the automaker isn't saying whether the car can put itself into Park when done or put itself in Drive when the operator is ready to go.
Ford is also taking the opportunity to announce its new Obstacle Avoidance technology. This automated system is able to detect objects - including pedestrians - in the road, warn drivers of said objects and, if needed, stop and steer automatically to avoid hitting the obstacle. Both systems are still in the prototype phase, so there is no word as to when we could see either on a production vehicle.

2020 Ford Explorer, Lincoln Aviator reportedly facing numerous QC issues

A lengthy report in the Detroit Free Press delves into a range of quality control issues confronting the 2020 Ford Explorer and its luxury platform sibling, the 2020 Lincoln Aviator. Freep says it's been following the issue for two months, tapping various unnamed sources for information on the automaker's unorthodox route to resolution. Seems the problem is Explorers and Aviators leaving the production line at the Chicago Assembly Plant with flaws in areas like the chassis, transmission and suspension, said vehicles trucked to Ford's Flat Rock Assembly Plant (FRAP) outside of Detroit for repair. The estimates range from 10,000 to 18,000 vehicles affected, numbers so high that Ford has sought help from Roush Engineering in nearby Allen Park, and brought workers and managers from other plants in the Midwest to FRAP to get vehicles repaired and shipped to dealers. Ford hasn't shared the nature of the problems with anyone outside the company, including dealers and customers. Freep's sources are said to include workers who have provided photos of certain vehicles and of tents used to house parts at the FRAP repair site. The Explorer chassis allegedly has an unidentified problem that engineers are using X-rays to diagnose, and the transmission is having problems sensing when it's in park or going into park. Both the Explorer and Aviator have come off the line with HVAC units that only blow hot air. And the Aviator's height-adjustable suspension enters failure mode for unknown reasons. These come on top of quotidian mishaps common to every new vehicle, but that are meant to be sorted in pre-production, like missing emblems and trim pieces. They also come on top of a recall in early August issued for the Explorer and Aviator concerning the instrument cluster and parking brake, and another at the end of August over rear seatbacks that could collapse in a crash. An automaker spokesperson told Freep, "Making updates to preproduction models based on all-new platforms as they roll off the assembly line – is standard industry practice." Except these aren't pre-production, these are early production vehicles that paying customers and dealers are waiting for, and some of the affected vehicles have been pulled off dealer lots. Dealers say they are fine waiting for the trucks to get sorted out, and they'd rather have Ford fix the problems before the SUVs go to customers.

Detroit and Silicon Valley: When cultures collide

Culture is a subject that rarely, if never, gets discussed when traditional auto companies buy — or hugely invest — in Silicon Valley-based companies. The conversation surrounding the investments is usually about how the tech looks appealing and how it's an appropriate step to move the automakers toward autonomy. Culture — the way things are done, the expectations, and the approaches — is something that is overlooked only at one's peril. The potential cultural gap is almost always evident in the obligatory photos of the participants in these deals, with is essentially a photo op of auto execs with their Silicon Valley counterparts. The former — rocking jeans and no ties — look like parochial school kids playing hooky. Don't worry: The regimental outfits will be back in place once they get back in the Eastern time zone. Consider what happened back in 1998 when Daimler bought Chrysler. First of all, there was a denial in Detroit that it happened. It was positioned as a "merger of equals." Which it wasn't. In any corporate situation, when one has more than 50 percent of the business, it owns the whole thing. And the German company was in the proverbial driver's seat. People who were around Auburn Hills back then kept their heads down and their German Made Simple books at hand. Things did not go well. Daimler had had enough by 2007, when it offloaded Chrysler to Cerberus Capital Management — which brought ex-Home Depot CEO Bob Nardelli into the picture, which is a story onto itself. But when you think about the Daimler-Chrysler situation, realize that these were two car companies (at least the Mercedes part of the Daimler organization), so they had that in common, and the language of engineers is something of an Esperanto based on math, so there was that, too. Yet it simply didn't work. It doesn't take too many viewings of HBO's Silicon Valley to know that the business people in that part of the world are far more aggressive than people who ordinarily head and control car companies in Detroit. About 20 years ago, a book came out about the founder of Oracle titled The Difference Between God and Larry Ellison* - and the asterisk on the book jacket leads to: God Doesn't Think He's Larry Ellison. It would be hard to imagine a book about a Detroit executive, even a book that had the decided bias that the tome about Ellison evinces, that would be quite so searing. Sure, there are egos. But they are still perceived to be, overall, "nice" people.