## 3 Results and Discussion
### Application of the Model
#### 3.1.3 Management Review and Diagnosis  
This phase has reaffirmed the need for senior management's support in order to achieve the project's success, as stated by [PERSON] and [PERSON] [39]. In the first meeting, some team members did not respond to the call, so the enterprise manager intervened to ensure that all staff involved participated in the work. Implementation of CE can be difficult, if not impossible if the project leader does not have sufficient influence and backing from senior management [40].  
At the beginning of the diagnosis, some team members showed resistance due to previous implementation experiences that complicated the processes and did not solve the quality problems. [PERSON] et al. [41] indicated that unsuccessful initiatives drain staff's physical, mental, and emotional energies and demotivate them. To eliminate this barrier,  
\begin{table}
\begin{tabular}{c c c c c c c c} \hline \hline
**\% Stage Cost** & **Design** & \multicolumn{4}{c}{**Acquisition of Materials**} & \multicolumn{4}{c}{**Manufacturing**} \\ \hline Stage & Prototype & Purchases & Importation & Store & Production & Quality & Shipping \\ \hline Regular cost & 4\% & 55\% & 5\% & 10\% & 20\% & 3\% & 3\% \\ Adjustment cost per stage & 1\% & 10\% & 1\% & 2\% & 4\% & 1\% & 1\% \\ Costs for errors of & 1\% & 12\% & 13\% & 14\% & 19\% & 20\% & 21\% \\ previous stages & & & & & & & \\ \hline \hline \end{tabular}
\end{table}
Table 1: Rework costs in the enterprise.  
Figure 2: Pareto diagram of defects in the enterprise.  
the project leader presented the flow diagram of the production process (Figure 3) and demonstrated how a lack of coordination and transmission of information hinders the production process at each stage. The team, realizing how their actions can influence the process and how it affects productivity, showed a greater interest in participating in the process's improvement. This agrees with [PERSON] [17], who indicated that communication and collaboration between different functional groups are necessary to enable proper functioning of the CE.  
The team's observations were the trigger for the meeting's dynamism in identifying the root cause of the problems. The Ishikawa diagram (see Figure 4) revealed that the enterprise lacks records and process controls in all departments. The team determined that this behavior is because the staff performed the activities empirically and did not make the documentation process. [PERSON] et al. [16] identified several problems in implementing CE as: (1) lack of expertise, (2) inadequate communication, (3) improper organization structure, (4) lack of knowledge about CE approach, (5) unsupported corporate culture. In this study, the team observed that the problems' causes could be classified into two big categories: planning and communication. Hence, staff can improve the process by validating the information and products before production.  
Figure 3: Flow diagram of the production process.  
[PERSON] et al. [42] indicated that the coordination and cooperation of multidisciplinary teams are inversely proportional to members' diversity. In this study, the team made agreements and adjustments to the work system quickly and expeditiously to implement the DINP model (see Figure 1). The explanation for this difference may be that the need to solve mutual interest problems positively influenced the participation of its members.