I am Yan from Vehicle Motion Division (VM). I am currently part of the ESC team as an Innovation TPM, responsible for iTAS. Prior to this, I was a Customer TPM, and the shift in my role has presented fresh challenges. I need to think more meticulously and holistically. For instance, when preparing for demonstrations for customers, I need to take into account the various risks of mass production. From what preparations are essential to how to ensure safety performance, each preliminary step can impact the later ones, so I'm required to plan the entire process ahead of time. In the brief span of two months since I took on this role, I successfully organized all the project stages, addressing the difficulties and details involved. This effort earned me considerable recognition from team leadership and enabled the smooth mass production of the features.

iTAS specializes in intelligent turn for vehicles. This technology was initially developed for off-road vehicles, which features a long wheelbase and require precise turn distances. A challenge for us was how to ensure safety while the vehicle smoothly navigates turns on narrow roads. With the iTAS device, vehicles can push the limits of turning, shrinking the turn radius and shortening turn duration. On narrow roads, the driver can simply activate the function and execute a 180-degree turn in just a few seconds, without any complex operations required.

Soon after the release of our first-generation product, automakers and various component suppliers began to join the race. My team and I were well aware that in today's booming market, it's crucial for our product to make continuous innovations to stay ahead of the competition in the long run. As a result, we could not afford to stop. We proactively collected feedback from all parties and collaborated across departments to refine and innovate, ensuring our product at the forefront. An important element of Innovation TPM is having a holistic view. When creating a first-generation product, it's important to think ahead to the iterations and innovations for the second generation, such as performance enhancements, feature expansions, and broader application scenarios. At the time, I felt a lot of pressure, but looking back at those days of working hard with the team, I now feel a sense of exhilaration and a desire for more.

During the product development process, the team faced numerous challenges. The first was achieving a balance between development speed and stability, as we received customer requests to develop entirely new features from scratch, and put the product into mass production and bring it to market as quickly as possible. I led the team in organizing all outstanding tasks, clarifying the specifics and estimated time for each work package. We assessed the project's progress and applied project management techniques to compress the timeline, such as parallel task processing and streamlining workflows. However, we also kept in mind the quality and safety deeply rooted in Bosch's DNA. We must negotiate with our customer for more time to ensure that we complete the necessary testing and validation.

In the end, we successfully completed mass production of the product at "China speed", earning high praise from our customer. During our communication with the customer, we demonstrated high levels of professionalism and flexibility. We patiently explained why certain steps couldn't be skipped and proposed optimization solutions, such as providing intermediate software versions to meet early testing needs. This approach allowed us to respond quickly to customer demands while ensuring driving safety.

Our work is quite challenging, but the team members always maintain a positive attitude. Collaboration and trust among team members are the keys to the project's success. What we're doing is a project that moves from 0 to 1; we're pioneers of new features. Without any predecessors to guide us, it's impossible to perfectly plan everything from the very beginning, even with meticulous project planning. This applies to the subsequent software design as well. When it comes time for testing, we'll inevitably encounter many issues, requiring us to revisit the system and software for further iterations. The issues that arise during this period require continuous vehicle testing and data collection as a foundation, necessitating cooperation and understanding from the entire team.

In our daily work environment, the team often communicates face-to-face to analyze problems and brainstorm solutions. New ideas frequently emerge during discussions. Everyone pulls together, united in purpose; this spirit of unity helps us overcome many seemingly insurmountable challenges.

Recently, two associates from our team received the Bosch Inventor Award and traveled to Germany for meetings with G1 and headquarters. What makes me even prouder is that the success of the iTAS project not only showcases the local R&D capabilities of the Chinese team but also enhances the influence of these capabilities internationally. Our solution is likely to be featured on the headquarters' platform and could take root in other countries. In the coming years, the team will continue to work together, focus on innovation, and address customer pain points, contributing more insights and energy to the company's growth.