Excerpt from Dave McLellan's book
CORVETTE FROM THE INSIDE
Soon after the 1973—1974 oil crisis, the Environmental Protection Agency (EPA) realized that their emission tests, because they measured the carbon-containing products of combustion, generated data that could also infer fuel economy. With the authorization of Congress, the EPA began to regulate fuel economy, creating the Corporate Average Fuel Economy (CAFE) requirement, and later the Gas Guzzler Tax, as well. Being under the huge corporate umbrella of GM, we didn’t have to worry about CAFE, since it was based on the average rating for all of a manufacturer’s vehicles taken as a whole. But the Gas Guzzler tax was a different story. The Corvette had a very low fuel economy rating, and this was a penalty that affected individual cars. The Gas Guzzler Tax assessed a fine of $500 for each car sold that missed the threshold, and it kicked in at ratings below 19 miles per gallon. The tax then increased with each mile per gallon missed.
The four-speed automatic transmission scheduled for introduction in 1982 was expected to improve Corvette fuel economy dramatically. This transmission had a 0.7:1 fourth gear and a 3.07:1 first gear. When compared with its three-speed predecessor, the new transmission had 74 percent more ratio range that could be used—with the appropriate selection of axle ratio—to improve performance or economy or both. Yet with our unit injectors combined into a single plane manifold concept, even the four-speed automatic could barely pass the Gas Guzzler minimums. The manual version was expected to be 2 mpg lower, in large part because of the EPA-imposed shift schedule.
The Porsche 928, the 330 GT Ferrari, and the Lamborghini Muira all had five-speed manual transmissions. Corvettes, since 1957, had used four-speed manuals. With their emphasis on power and their high numerical axles, these Corvettes had the first four gears of a five-speed. Driving them, I was always reaching for a fifth gear that wasn’t there. In any case, the four-speed was ill-suited to our fuel economy needs, and we were about to lose our production source as well.
Achieving fuel economy with a manual transmission should have been easy: Just shift to keep the car in the highest gear that would move the car forward. Unfortunately, quite early in the EPA fuel economy test program, several car makers had figured this out and pushed it to unrealistic limits, to get fuel economy numbers they could tout in their advertising. When the EPA realized what these manufacturers were doing, it adopted new rules regulating shift speeds, removing this loophole for all of us. With the new rules, we weren’t allowed to skip-shift, and there were minimum speeds set for each gear. However, the EPA gave us a loophole in the rule that plugged the loophole: Using an extensive driver survey, if we could prove that drivers were consistently shifting at speeds below 15, 25, 40, and 45 mph then the EPA would let us modify the shift rules. But, because this was quite an unlikely prospect with a performance car, we never even tried.
The obvious “play by the rules” transmission would be a wide-ratio three-speed, with ratios the same as the five-speed’s first, third and fifth gears. With a big, powerful V-8 engine, shifting into top gear at 25 mph was the best thing you could do for fuel economy, but a three-speed was a lousy transmission for a performance car.
The 4 + 3 transmission became our response to the EPA’s rule. A shift from first to second at 15 mph would engage the second overdrive, and subsequent up-shifts would engage the third and fourth overdrives. With the conservative cam timing of the V-8 engine, this strategy provided adequate torque for normal heavy-traffic driving, and improved our fuel economy by about 1.5 mpg— sufficient to meet the Gas Guzzler threshold. Flooring the accelerator pedal, when in any overdrive ratio, induced a computer controlled downshift out of overdrive.
When we first came up with this strategy, even our own people were in disbelief that it would work, and that anybody—much less the EPA— would buy into it. But, not having a better idea and wanting to maximize power, we persisted. So, we secured the backing of the Chevrolet organization and ultimately, the approval of the EPA, to use this as a shift strategy. While using the 4 + 3 transmission worked well as a fuel economy strategy, the car was always confusing to drive and the strategy came to be looked on as an inferior solution, by those who simply wanted a five- speed and didn’t care about fuel economy.
The manual overdrive required a planetary gear set, clutches, a hydraulic pump, and an electrohydraulic control system, all the elements of an automatic transmission, which was essentially what it was. Fortunately, Doug Nash Inc. was trying to sell the industry such an overdrive at the time. We ultimately contracted with them to produce the four-speed manual transmission, using Borg Warner’s tooling along with a highly- modified version of their original overdrive. Unfortunately, Doug Nash Inc. wasn’t very far along with their development of the overdrive, and the project was so complicated, that we were not ready for production until the 1984 model year was half over. Fortunately, time gave us the opportunity to work together to produce a far better transmission.