Renault: Mass Production and Formula 1
It's All About Quality





In the automotive world, various criteria are invoked when it comes to defining the concept of quality. These criteria include the use of materials that are a pleasure to touch, impeccable finishing, outstanding dynamic handling, total reliability, and driving pleasure.

However, the concept of global quality as Renault sees it starts well before a driver gets behind the wheel. The philosophy is the exactly same for the Formula 1 programme as it was during the development of the new Clio. In both cases, the quest for quality starts very early in the design phase and affects every area, including team organisation, supplier selection, the intelligence of the design, and production efficiency, to name just a few. At Renault, the concept of quality is not only about the properties of a material or the finishing on an assembly. Today, quality is more than just a value - it is part of our company's culture.


What is quality excellence?

At Renault, the idea of quality encompasses a set of methods for designing a product that is specifically intended for a customer.

These methods are based on five fundamental parameters that must be taken as a whole:

- The satisfactory physical and dynamic properties of the products
- Meeting deadlines
- An adapted price
- A product lifespan that complies with initial promises
- Assistance (operation, service)

According to Yann Vincent, Renault Senior Vice President, Quality: "When the final product meets 100% of the requirements of the target customer, quality is total. The greater the gap, the less chance that the quality objective will be met. From this standpoint, the roles of Renault's F1 and mass production departments are similar."


In Formula 1

Each year, eight units of the "product" - the singleseater cars used in Grand Prix races - are produced. Depending on the team's goals, which vary from season to season, the objective may be simply to compete in the world championship, to achieve one or more podium finishes, or to go for the title. These machines require the efforts of an entire team of mechanics, tacticians and development engineers, without whom the cars' high performance would not even be imaginable. Within the framework of this F1 activity, the idea of the "customer" is a fluid one. First of all, it is the driver, the enduser of the vehicle, who must get the best out of it in order to achieve his or her goal. At Renault F1 Team, that goal is clear - systematically aim for victory. Here the "Formula 1" product is a combination of a single-seater and an operating team that meets the needs of the driver, who is the customer. Nevertheless, the team's partners, who expect a return on their investment and who have chosen Renault as a reliable communications vector, constitute another type of customer.

Their contribution to the F1 team's budget is thus based on promises of results - promises that must be kept. The Renault Group itself is also involved: being an F1 winner means a more dynamic image, and raises the brand's profile. This is the primary reason for Renault's involvement in F1, and thus the Group is also a customer of its F1 activity. Finally, Renault employees, who are proud of their team's performances out on the track, are also F1 customers. In the last three cases, the product is a combination of the single-seater, the operating team and the driver. The driver can thus be both customer and product.

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