An example of system control: The TFS center has several crash areas, four of which can be independently operated and controlled at the same time if necessary. Around 70 different crash test configurations are possible for cars and trucks. Alone the roofed-over section of the crash hall is larger than an international soccer field. The longest crash track is also well over 200 meters long. No other facility can compete with the dimensions and sheer number of subsystems and peripheries.
Unavoidable consequence: Linear bus systems for distributing switching and trigger signals such as those currently used to control modern crash test facilities have reached their limits in terms of precision, handling, and reliability, so a new solution had to be found for facility control and, in particular, switching and trigger distribution.
MESSRING delivered the facility promptly and, for the first time, developed a digital high-frequency communication infrastructure in the form of M=SYNC, which sends data packs to the most remote locations of the enormous, highly complex facility at the speed of light and without disruption. The linear bus system has been replaced by a virtually infinitely expandable network with trigger boxes, which are connected to each other using several kilometers of fiber-optic cable. Via the global system, all devices receive an identical trigger signal as well as their individual switching rates.
MESSRING also programmed its own communication protocols for no less than 24 difference scenarios for configuring the entire facility. These can be accessed with the press of a button and ensure that individual crash areas can also be isolated and used individually without losing time, which is essential to ensuring efficient facility operation.
M=SYNC was developed by specialists in a variety of disciplines, with electrical and mechatronics engineers and software developers at MESSRING initially developing no less than five prototypes for the pilot series in order to subject the infrastructure to extensive testing. It took more than 6,700 project hours to turn the initial idea into a finished product. It was the bundled expertise of the interdisciplinary team that ultimately led to success.