1 Value-added management ... --; 1.1 Managers and change --; 1.2 The changing workforce --; 1.3 The changing workplace --; 1.4 Value-added management --; 1.5 Value-added management with design of experiments --; 2 ... with design of experiments --; 2.1 Introduction --; 2.2 The Friday afternoon scenario --; 2.3 The fabric lamination experiment --; 2.4 Three types of experiments --; 2.5 Classical and Taguchi arrays --; 2.6 DoE and other quality tools --; 2.7 Interactions among factors --; 2.8 Where do the arrays come from? --; 2.9 Is it really necessary to find the root cause? The tile experiment --; 2.10 The management challenge: where and when to use DoE --; 2.11 Summary --; 3 Value-added manufacturing with design of experiments --; 3.1 Introduction --; 3.2 The heat sink attachment experiment --; 3.3 Copying vs. learning --; 3.4 Pro-active vs. reactive process development and control --; 3.5 Interpreting results with analysis of variance: the wave solder experiment --; 3.6 The DoE process, from beginning to end --; 3.7 Automated design of experiments --; 4 Value-added product design with design of experiments --; 4.1 Managing the design function --; 4.2 DoE in the design process: the automotive suspension example --; 4.3 Iterating the DoE process: the rocket engine example --; 4.4 Response surface methodology --; 4.5 Design decisions and product cost --; 4.6 Dealing with factors we cannot control --; 4.7 ANOVA in product design: the night vision goggle design --; 4.8 The loss function --; 4.9 Luck and the value-added manager --; 4.10 Seven features of a good product design --; 4.11 Summary --; 5 Adding value to the supplier-customer relationship with DoE --; 5.1 The beginning of the modern procurement system --; 5.2 The traditional procurement process --; 5.3 The myths of the traditional procurement process --; 5.4 How to evaluate products from multiple sources in a designed experiment --; 5.5 Evaluating multiple sources with column upgrading --; 5.6 Using design of experiments with quality function deployment to convert customer needs to effective products --; 5.7 Adding value to the supplier-customer interface with joint DoE projects: the copper quality example --; 5.8 Using DoE to add value to the capital equipment acquisition process --; 5.9 Summary --; 6 Value-added communications and concurrent engineering with DoE --; 6.1 The ancient art of concurrent engineering --; 6.2 Concurrent design and manufacturing engineering: the elastomeric connector experiment --; 6.3 Concurrent manufacturing and reliability engineering: the thermostat design experiment --; 6.4 Concurrent materials selection and reliability engineering: the automotive interior plastic experiment --; 6.5 Concurrent marketing, sales, design and manufacturing with DoE --; 6.6 Summary of DoE in concurrent engineering --; 6.7 DoE as a value-added management communications tool --; 7 Value-added management with design of experiments --; 7.1 Building cathedrals --; 7.2 Managing the culture --; 7.3 Managing the technology --; 7.4 Managing the data --; 7.5 Implementing the DoE strategy --; Appendix A Taguchi orthogonal arrays and linear graphs --; Appendix B F-tables --; References.
SUMMARY OR ABSTRACT
Text of Note
The purpose of this book is to show engineering management how to add value by understanding and applying Design of Experiments (DoE) in a comprehensive, unified approach to all functions. The primary emphasis is on how to manage the use of DoE to add value.