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Peterson & Parvey

Figurę 1. Alternative A - Distributed Engineering Consultants.

is a strong proponent. However, even with his support, Taguchi methods are not fully intemalized within all of management. They suggest that in order to be successful, management must understand, and commit to the use of Design of Experiments as a corporate strategy. Only then will the proper motivation and culture be established.

Alternative B - Experts from Research & Development

In this large multi-divisional organization one person is assigned full-time as the Manager of Taguchi Methods and has the title of Taguchi Advisor. Organizationally he resides in what is calied the Taguchi Center in the Research and DeveIopment branch of the business. This individual has one other person reporting to him and they both conduct training and facilitate applications. As corporate advisers, they are loaned out to RAD, Engineering, Manufacturing, and supplier groups to support their specific DoE needs, (see Figurę 2). One of their near-term organizational goals is to create DoE/Taguchi champions within each product area, however, they acknowledge that it is a constant uphill battle.

The Taguchi Advisors do not conduct any broad-brush training; they will only train specific teams or projects. Their eight hour Taguchi methods course has been attended by over 1000 employees. Attendees spend four hours leaming about concepts and four hours in a workshop. This training approach has been successful because project teams bring their specific problem into the