Brown, Richard M.; Burke, Michael I. (1988, ASQC) Chrysler Motors, Detroit, MI
This paper focuses attention on the DOE process, highlighting the planning, interpretation and implementation phases of the process. Through our experience, we have learned that barriers occur most often during these phases when doing DOE work in the real world. We refer to these phases of the process as the framing of the experiment. Framing is not discussed in detail in most textbooks even though it is very important.
The approach of this paper is to focus on the macro view of doing DOE. The paper addresses the technical, implementation, and management role in the framing process. We discuss what the DOE process is and describe the benefits for industry and individuals. The how and when of implementation are presented along with some pitfalls learned through experience. We talk about DOE as it interacts with other tools. This interaction strengthens the impact of all of the tools involved for continuous improvement. The use of DOE to improve and support communication, to reduce total cost and waste, and to improve product quality is stressed.
This paper also addressed management's role as an active element in the DOE process. The positive actions required of management before, during, and after the process are outlined. We suggest what management should know to best use that knowledge. We share what we have found to be the most effective actions management can take in areas of implementation and follow-up.
This paper includes several checklists which aid in successful framing at each stage of the process. All theory presented in this paper is supported by successful real-world experience. Management actions and policies that facilitate DOE implementation are presented.