Problems in introducing DfX

There are two areas that may cause problems:

Lack of upper management support/buy-in

Lack of resources to attend DfX reviews. Those departments not traditionally employed during the design phase may perceive the extra work unfavourably. DfX must have the authority to force these departments to participate.

To some it is seen as another fad or fashion. Some common responses to any implemented tools are:

Only the large organisations can afford to implement the tools necessary.
The methods were tried in the past but failed and are not worth trying again.
Any new process or culture change requires education or re-education. Education must come from top-level downwards so that everyone understands the benefits and these benefits apply across the organisation.

Any major change in an organisation will require top-level support.

Organisational problems

Teams are more difficult to manage than individuals. Teams may consist of personnel from various locations or companies. Therefore team meetings will be more difficult although tools such as Teleconferencing aid convenience and reduce project costs.
Not all designers and engineers are willing to participate in teams. There may be a perception by certain employees allocated to a design team that it is outside their responsibilities or they have always worked successfully alone. It is these employees especially who have to be made aware of the potential benefits.

A solution is to allocate a DfX champion who reports directly to a representative on the board of directors. He/she will be responsible for carrying out the strategic decisions of the board and will include managing the implementation project, the evaluation of any tools, the assembling of any DfX teams and any training required.

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