## 3 Results and Discussion
### Stage 2
#### 3.2.5 Project Execution  
Unlike the Pilot Test, the Reex Project managed to reduce chronic problems (inadequate performance due to hurried jobs, errors due to mishandling of materials, or confusion of the same) and improve the monitoring of the activities carried out by each member. After the Reex Project, the planning had an efficiency of 81.25%, because three actions were unfinished. An analysis showed that the non-compliance was due to some team members not working exclusively on the project, diverting their attention and time elsewhere. [PERSON] and [PERSON] [40] indicated that sufficient time is needed to plan, manage, and monitor the project to improve concurrent activities and reduce overall development time. [PERSON] [17] reported that members' part-time participation constitutes a barrier in implementing the CE.  
The DINP model made it possible to guide efforts and reduce the enterprise's costs of implementing new products. Compared to previous implementations, where there were losses due to raw material replacements and rework equivalent to 75%, in this implementation, losses decreased to 35.6% (a 52% reduction), avoiding the cost of replacement of materials equal to USD 16,558.2. Considering that an implementation cost of USD 72,433.2 was forecast, there was a saving of 22.86%. This fact is a significant achievement for the company, but it is still below the benefits achieved by large companies (up to 40%), according to [PERSON] et al. [16].  
The two vital categories decreased; nonconformities due to dirt went from 40.2% to 12.8%, while badly stitched went from 16.5% to 7.7% (see Figure 6). However, as [PERSON] et al. [16] reported in another implementation study, a poor communication problem appeared. Fabric of a lower spec entered the production line without notifying the rest of the team. The quality department identified the fabric's brittleness and, in an attempt to avoid customer rejections, used more stringent validation criteria than had been programmed without consulting with the team. This caused the percentages of non-conformities to increase in two non-vital categories: rips (+27.8%) and pleats (+19.8%). This behavior can be explained by [PERSON] et al. [53], who indicated that when people have habits that conflict with their intentions, and they lack the motivation, attention, or momentary control to override habit urges, they are likely to follow habits rather than intentions.  
Figure 6: Pareto diagram of the Reex project.  
The variation in the quality of the materials affected customer confidence and, to guarantee the products' specifications, increased the inspection work. The added validation process generated an unforeseen bottleneck that affected productivity and extended the project's duration by two weeks. Consequently, the team and the customer agreed on a new date for sending the parts and approving the project. The misuse of resources in planning caused poor performance and increased project waiting times, as [PERSON] [54] reported.  
The customer's participation in the execution phase represented a challenge not foreseen in the planning phase. The team observed that maintaining constant communication with the client to clarify their doubts and provide quick solutions to disagreements gave the project greater fluidity. However, staff limitations and workload prevented all team members from staying with the customer for long periods. The solution for this problem was to schedule team members to accompany the client in the process's various reviews.