Renault Renault 4CV. Renault 5. Renault et les Sciences Sociales - Renault Flins : 60 ans d'histoires industrielles.
Renault Juvaquatre, - Renault sous l'occupation. Renault, - , ans d'automobile. Renault, ateliers et voitures d'hier et d'aujourd'hui Renault, cent ans d'histoire. Renault, des automobiles de prestige. Renault, histoire d'une entreprise.
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Test bandeau. Espagne - traduction en cours - G. Les produits Renault. Plan du site. On October 4, following the requisitioning of the Renault plant the week before, Pierre Lefaucheux was appointed provisional administrator. Who was this newcomer? He immediately joined the French Resistance. His policy was therefore to limit model diversity, manufacturing large quantities of a few to save money.
To him, this seemed especially appropriate to the situation at Renault when France was embarking on Reconstruction. The obligation to set up such councils was written into French legislation only later. At first, the council functioned by consensus. A suggestion-box system was established, along with rewards for seniority.
However, starting in , operations were not as smooth, when the Cold War hardened hostilities between the US and the Soviet Union.
Cut off from its main international suppliers, it had not renewed the fleet of machines. Moreover, work had to continue despite shortages in materials, so strictly rationed by the government that factories had to compete for them.
Because the market for passenger cars was narrow and strictly regulated, the only model made was the Juvaquatre, available in two versions: as a sedan or as a van. The range of utility vehicles had been reduced significantly. Renault had stopped making 5-and 8-ton. The vehicles on the drawing board. Lefaucheux, Commandant Gildas by Gilbert Hatry. In , he became the chairman of a trade association federating builders of factories, boiler-fittings,.
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At a less advanced stage, there was a "big 4CV" with a 2-litre displacement project As a veteran of the OCM Organisation Civile and Militaire , he held the profound conviction that nationalizations were beneficial to both the State and the public interest, and could set an example for labor management. It is essential for them to make a profit, in order to grow, but these profits are merely a means, not an end in themselves.
It was dissolved after six months. Based on his experience at the Le Mans munitions plant, pleading that the company had to be competitive, he crossed swords with the Council of State and Ministry for Industrial Production, which were inclined towards a self-management model.
The top priority was manufacturing lightweight utility vehicles. Nevertheless, without too much difficulty, Lefaucheux managed to obtain the authorization to build an 11 CV. The next decision was which car to bring out first. Even though the pursuit of foreign trade was detrimental to the "Reconstruction" proclaimed to be a national priority, France needed foreign currency.
Lefaucheux aimed to step up production to revive industry as a whole. It strengthened him in his convictions, estimating the market could absorb , cars over the next two years; that is, the production of cars per day.
The transfer machine tools Lefaucheux greenlighted the manufacture of 29 transfer machines. They reduced machining costs considerably. The government forced Lefaucheux to sell some of. Labor relations To nurse Renault back to health, Lefaucheux. The presence of Communist ministers in the French cabinet probably had something to do with this.
In particular, he was able to assign overtime. The strike spread, stopping work. The CGT trade union, largely in the majority, tried to regain control without shattering the consensus with management. This required an additional steel allocation. Meanwhile, the Communists were dismissed from the Ramadier government and 2, cars were lost. But mainly, it was the end of a truce with labor. A series of strikes ensued.
He pulled out of the works council in and never returned. After an especially bitter strike which had led to clashes with the police, he fired employees for serious misconduct. Many of them were CGT leaders. At that point, it. But equipment for the 4CV was already too far along for any significant changes to be made.
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The only result of this brief cooperation was the transfer of the spare tire to the trunk compartment. To develop sales and, in particular, to attract new buyers to the new car, the ideal market for the 4CV, Renault offered financing plans through its DIAC department. Auto loans became common. The model was a flop, in France and in developing markets.
It did not even sell well in the French empire. The failure convinced Pierre Lefaucheux to give up the single-model strategy for Renault. Instead, he instituted a. In , the specifications for the 11 CV had been modified, and the rear-engine car abandoned. When the time came, Project was. Because the wars in Korea and Indochina aroused fears of a ban on the manufacture of new models,. Pierre Lefaucheux decided to present a prototype—then being test-driven—to the public, on November 30, at the Palais de Chaillot.
Although it was a technical coup, it led to a sales flop, because the car had not been perfected. The transmission was noisy, and the company had to recall the few vehicles it had sold. Many other flaws appeared. For instance, the crankcase lacked rigidity. Tightening the cylinder head would block the camshaft.