Ford sends engineer back with confidence in artificial intelligence

US automotive giant Ford has admitted that over-reliance on artificial intelligence and automated systems did not yield the expected results. Zamin.uz reported on this.
To eliminate flaws in technological processes and improve product quality, the company has rehired 350 experienced engineers, including former employees. Techcrunch.com reports on this.
According to Bloomberg, Ford's Chief Operating Officer Kumar Galhotra noted in an interview with journalists that automated quality control systems did not show the expected results. Therefore, the company decided to bring back technical specialists.
These specialists are tasked with identifying defects in spare parts before they even reach the factory conveyor. Balance of technology and human experience
According to Charles Poon, Ford's Vice President of Vehicle Hardware Engineering, the company applied a flawed approach to artificial intelligence.
"We were mistaken in thinking that we could simply implement AI, input design requirements, and obtain a high-quality product," he says. It is worth noting that Ford is not completely abandoning its AI plans.
On the contrary, experienced engineers have been brought in to train young employees and reprogram AI tools. This step is aimed at enriching technology with human experience.
This strategic shift has already begun to bear fruit. According to Ford specialists' calculations, the return of experienced engineers will allow for a reduction in costs by $1 billion this year.
Strengthening quality control will significantly reduce vehicle repair and warranty service costs. For reference, the Ford brand took a high position among major car brands in the JD Power Initial Quality Survey rating announced this week.
This indicates that the company's focus on quality and return to the human factor was the right decision. Ford vehicles also have their place in the Uzbekistan market, and such global changes are expected to further increase the brand's reliability.





