Producing an F1 crankshaft takes twelve weeks and the complete design phase takes nearly six months. The smallest design error would be disastrous for the engine programme.

Knowledge-building is a key part of the process of building a competitive project, and it results in both a solid base and optimal quality. It means starting with a part that is both known and mastered, and abandoning the idea of starting from scratch. Such an approach is not detrimental to innovation, and keeps the project from straying into unknown territory. Tim Densham, lead designer for the R26, adopted this philosophy once again in 2006. "The goal of defending the titles won last year did not affect the decisions that we made in the design phase", he said. "The real advantage for Renault is that we were able to start off from a solid base. Instead of changing everything, we knew that the R25 was a good car, and we concentrated on those areas that would help us to improve performance.

We examined every part in order to make it lighter and improve its rigidity. The fact that the car is defending both titles does not change the equations we need to solve, or the calculations that we have to carry out." Rob White, Engine Technical Director for the F1 Team, shares this viewpoint. Although the 2006 regulations meant that the team had to abandon the V10 engine in favour of a V8 engine, knowledge- building allowed the team to improve both performance and reliability. "Of course, it's a fundamentally different architecture, but the technology used remains pretty similar", he remarked. "The V8s for the 2006 season had much more in common with the 2005 V10s than with V8s used in other categories, or even on previous F1 cars. Our specific task with the RS26 was to understand and manage both internal and external vibrations, as well as other specific features of the V8. We also had to manage the new regulatory restrictions, including the prohibition of certain materials and the discontinued use of variable inlet trumpets"

These technical specifications are accompanied by the implementation of a strict schedule. Deadlines are established with precision and must be scrupulously respected. Thus, since an F1 engine programme requires eighteen months of work, bench testing for the RS26 V8 for the 2006 season began on the specified day, during the summer of 2005.

"In Bahrain and Malaysia, during the first two races of the season, we witnessed a number of engine failures among our competitors," remarked Denis Chevrier, Engine Operations Manager for the Renault F1 Team. "They weren't ready; it's as simple as that. We could have used another month to perfect things, but we were the best prepared team, and it paid off."

"Achieving quality when drawing a part is not just about drawing the best possible part in the strict sense of the term. The part also has to fit harmoniously into its environment. Getting the design right the first time is crucial, because time spent reworking a part is time lost in the development process. A product has to be designed with performance in mind, but that's not the end of the story. Practical constraints have to be taken into consideration, such as the length of time that mechanics need to intervene, and feasibility in terms of production. An overall understanding of the purpose of the part in question allows us to get it right the first time." - Martin Tolliday, Assistant Chief Designer, Enstone

An F1 engine, just like a mass production engine, requires many months of work. Thanks to a rigorous set of specifications, it will make it to the test bench on time.

Failing to comply with the schedule is costly: it means that the original specifications are not complied with, and this leads to delays and additional costs. "We cultivate a 'just in time' approach," explained Andre Laine. "If the processes are defined, the reporting structure works and the organization is solid, then complying with the specifications goes smoothly and simply. Everything is clear, and information is relayed automatically. This ideal situation results in fewer delays and lower costs." Throughout the project, progress can be monitored by means of a series of indicators. These indicators are used for every step in the product design process, and measure the efficiency of each sector. "At Enstone, indicators report data from a wide range of areas, including the average time per task per plant, the average part rejection rate, level of drawing quality, and so on," continued Arnaud Boulanger.

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