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Alternatiye Approaches to Implement a DoE Program

The authors were interested in examining four successful companies and identifying common themes and lessons leamed. Company representatives were asked a senes of questions regarding their DoE programs:

•    How was the technical expertise developed/organized?

•    How was the training program developed/implemented?

•    How were applications implemented/managed?

The next four sections of this paper describe the four altemative approaches that were examined. Figures have been included for each altemative which depict how a top-level organization chart would look at a typical company if the given approach were adopted. Engineering, Manufacturing, and R&D are pictured as traditional operational units. Product areas may include functions such as product management, program management, marketing, business area teams, etc.

Alternatiye A - Distributed Engineering Consultants

In the mid-1980s, this organization of 8000 people set out to create Engineering Consultants to conduct training and proyide technical support in Taguchi Design of Experiments, Continuous Process Improvement, and the Seven Quality Tools. Employees assigned to perform this job attended a corporate training program and receiyed additional training from the American Supplier Institute. One or two consultants were established within the engineering groups and product areas, (see Figurę 1). Through experience, this company realized that the program is less effective when it is landlorded in the Quality Department. Design of Experiments is not just something that the "ąuality" people do.

The Engineering Consultants support various teams from Manufacturing and R&D to solve problems with designs, ąuality, specifications, etc. The consultants work with the teams to define the scope of the problem, and determine what kind of tools should be applied. They also identify and deliver any training which is reąuired for the team members. The company has found that broad-brush training is generally ineffective because individuals who have only been exposed to an overview of DoE techniąues are not likely to plan and conduct complicated experiments.

One significant reason behind this company's success is that the president of the company is trained in the methodologies of Taguchi DoE and