Mass production necessitates a solid organization. Here as well, it is essential to produce cars intelligently and efficiently, and for the lowest cost. Quality consists in selling to each customer "his" or "her" car. At every step in the process, the customer and customer satisfaction are a permanent focal point.


From production to after-sales

Manufacturing is a critical quality objective, but it must be achieved within the specified deadlines. Customer satisfaction is also essential, but we must anticipate customer needs as well. This is the equation that we need to solve, and which consists, along with quality, of putting the customer at the heart of everything.


Production: the need for responsiveness

Most people think that this is the only area in which "quality" plays a part. However, manufacturing quality is only an intermediate stage between project development and the implementation of maintenance. Defining the choice of materials and production methods. Before launching the production process, the first step concerns the choice of materials, which is made according to each sector's priorities. For F1, weight and stiffness are key. For mass production, it's more a question of cost and reliability over more than 100,000 kilometres.

During part manufacturing, one thing is essential: "We must not ask the impossible," says Andre Laine, Executive Vice President at Viry-Chatillon. "Whether we are talking about parts created internally or those ordered from our suppliers, we have to be realistic, and know what can and cannot be produced." In recent years, manufacturing has benefited from technological progress. Whether through rapid prototyping for experimental parts, orthe use of computer-automated tooling machines, Renault is constantly improving precision. This progress also means greater part compliance and a lower rate of rejection.

Checking part compliance. Once the materials have been chosen and the production methods have been defined in the specifications, part checking and inspection are at the heart of the quest for quality. "In mass production and F1, we measure the rate of noncompliant parts we receive", explained Arnaud Boulanger, responsible for the quality programme at Enstone. "This rejection rate is then compared with the costs incurred and the identification of the causes.

Our inspection procedures are constantly being improved." In the end, the relationship with the sup- plier, whether internal or external, becomes clearer. As Andre Laine reminds us, "The chain that extends from the project to the finished product is made up of a series of suppliers and customers: assembly is the customer of machining, the test operator is the customer of the assembly engineer, and so on."

Measuring F1 manufacturing quality is carried out in the exactly the same way, although the specificities of the chassis and engine sectors are distinct. Whereas Enstone produces more than 75% of F1 chassis directly, the Viry-Chatillon site sub-contracts nearly all of the parts used in building its V8 engines. As a result, Enstone emphasizes in-house compliance with the specifications, Viry monitors, evaluates and supports its suppliers thanks to an ever-improving set of tools. The organization runs smoothly: at the least sign of a problem, a report is systematically drawn up.

The supplier must respond with an analysis of the situation and an action plan. "Of course, Renault's experts also intervene to help find the original of the problem and to put a new approach in place. This is equally true for mass production and F1 vehicles", emphasized Yann Vincent, Renault Senior VP, Quality. If a partner does not show a real desire to correct the situation, there are consequences, and the relationship is ended.

Today, Renault deals with suppliers throughout the world. The F1 programme has benefited a great deal from methods put in place in the world of mass production.

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