When the driver is considered to be the sole customer, the quality objective is met if the proposed product (car + operating team) allows him or her to achieve his or her ambitions within the pre-determined framework (deadlines, budget, etc.).

When the sponsors and the Renault Group are the final customers, the quality objective is met if the proposed product (single-seater + operating team + driver) meets initial expectations. This means that the promises made to the partners are kept, and that the goal set by the company has been achieved. Global quality can only be achieved within the pre-defined budgetary allocation and within the lead times established at the outset of the project.


Mass production

The "product" is a vehicle that has been specifically designed for a particular target customer. Whether it's a saloon, coupe or convertible, with a petrol or diesel engine, the range of available options must be attractive to a wide audience and meet every need. This explains the increase in the number of so-called "niche" vehicles. As in F1, the customer isn't just buying a car, he or she is also purchasing a service (including advice when making the initial choice, maintenance and service availability).

The final product consists of the vehicle + service. For mass-produced vehicles, the "customer" is above all the final consumer, i.e. the purchaser. This is the case for both individuals and fleets of company cars.

The concept of Quality Excellence really comes to the fore when the product selected by the customer completely meets his or her requirements - particularly with respect to criteria such as performance, cost, service and reliability - and when it has been created within predetermined production restraints.


Can we really achieve global quality?

Quality Excellence is a concept, a way of working that is the source of an ever-improving methodology. Modernization of production tools, the arrival of new materials, and new developments in IT are constantly extending the scope of what is possible - and this is true for both mass production and F1 vehicles.

From this standpoint, the battle for quality is never won. "There's always room for improvement," emphasizes Andre Laine.


A first example

"Quality is a concept that needs to be expanded: we are not just talking about the quality of a part or a car. This is why at Renault we speak of Quality Excellence. We won't get anywhere putting quality issues in competition with lead times or budgets. It's all part of the same thing: if we don't achieve the desired results at the first attempt, we are wasting resources and letting the customer down." "I think it's interesting to illustrate this concept with an example from daily life.

If I forget the key to my office when I leave for work, I have to turn around and go back. I lose time, and I also lose money because I use more petrol. If I put the car keys and the office key together on the same key ring, I make it impossible to forget. That's what quality is."

Quality is all about rigour, thinking ahead, and ingenuity - but it also means precision and attention to detail. It affects every aspect of our daily life, and it should be the number one concern of every member of an organization, from design through to the maintenance of a product. In this respect, Formula 1 and mass production are two different worlds, but they have a common philosophy based on the values of planning, budget, performance and reliability. The weighting of these values are specific to each domain.

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