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The purpose of this paper is to design an improved parallel regenerative braking system (IPRBS) for electric vehicles (EVs) that increases energy recovery with a constant brake pedal feel (BPF).

The conventional hydro-mechanical braking system is redesigned by incorporating a reversing linear solenoid (RLS) and allowed to work in parallel with a regenerative brake. A braking algorithm is proposed, and correspondingly, a control system is designed for the IPRBS for its proper functioning, and a mathematical model is formulated considering vehicle drive during braking. The effectiveness of IPRBS is studied by analyzing two aspects of regenerative braking (BPF and regenerative efficiency) and the impact of regenerative braking contribution to range extension and energy consumption reduction under European Union Urban Driving Cycle (ECE).

IPRBS is found to maintain a constant BPF in terms of deceleration rate vs pedal displacement during the entire braking period irrespective of speed change and deceleration rate. The regenerative ratio of IPRBS is found to be high compared with conventional parallel regenerative braking, but it is quite the same at high deceleration.

A constant BPF is achieved by introducing an RLS between the input pushrod and booster input rod with appropriate controller design. Comparative analysis of energy regenerated under different regenerative conditions establishes the originality of IPRBS. An average contribution ratio to energy consumption reduction and driving range extension of IPRBS in ECE are obtained as 18.38 and 22.76, respectively.

In the past, automobile buyers had to choose between the ride of, say, a stretch limousine and the fuel efficiency or manoeuvrability of a small‐sized car. No longer. The emerging premiss of recent developments in flexible hardware, coupled with programmable electronics or software, is to allow buyers to customize their cars with the exact mix of “ride” and “feel” characteristics that they want — not those which automobile companies bundle into a limited number of available model types. Such a buyer‐driven approach to customization may, oddly enough, make Alfred Sloan's mass‐production model valid again. But this time, instead of the final assembly taking place in the factory, it will take place in the showroom or right in the driver's seat.

This study aims to propose a novel subjective assessment (SA) method for level 2 or level 2+ advanced driver assistance system (ADAS) with a customized case study in China.

The proposed SA method contains six dimensions, including perception, driveability and stability, riding comfort, human–machine interaction, driver workload and trustworthiness and exceptional operating case, respectively. And each dimension subordinates several subsections, which describe the corresponding details under this dimension.

Based on the proposed SA, a case study in China is conducted. Six drivers with different driving experiences are invited to give their subjective ratings for each subsection according to a predefined rating standard. The rating results show that the ADAS from Tesla outperforms the upcoming electric vehicle in most cases.

The proposed SA method is beneficial for the original equipment manufacturers developing related technologies in the future.

We all talk of logistical problems as if they were something which can be left to others ‐ you know, those less creative than ourselves; the slightly dull sorts with computer‐like brains who thrive on just this sort of basically mathematical problem. This may be an overstatement of the case, but how many senior executives regularly meet with the managers responsible for the movement of materials? And how often do the same executives physically visit the scenes of these activities? Often? Sometimes? Never? And how many equate the costs of logistics merely with warehouse rents plus road haulage or rail costs?

For those who like certainty, now is not a good time to be in logistics management ‐ for those who relish challenges, there are plenty to be had. There are challenges not just to the old certainties, but the new certainties which replaced them. Companies have, in recent years, looked to Japan for inspiration, only to find the Japanese economy beginning to falter. Japanese management practices were endorsed by, and imported into, many Western organizations and, when these transplanted practices failed to work, cultural difficulties were cited. It then becomes something of a shock, for example, to see the keiretsu distribution system fall into disrepute, and lean production methods become modified or abandoned by those who developed them.