I have a couple of general comments on this discussion;
1 - As mentioned  DFM/CE must come from a company wide mind set / culture.
2 - All development projects must be driven by marketing. The exception
would be sanctioned "blue sky" projects. I have seen far to many hours of
engineering time wasted on "products" with no market potential. (BTW I
thought some of these were really cool.) This is a totally mercenary point
of view - I must pay bills, this requires a paycheck, this requires a
healthy company.
3 - At one point I was assigned as the FSD police, scheduling reviews,
enforcing attendance, and making sure there was a check mark in every box.
Do whoever has this duty a favor; be on time, be prepared, and don't go on
tangents.
4 - Never trust consultants to do your work for you. The SME tale is
reminiscent of a place I worked who thought a consultant was the "magic
bullet" for implementing JIT. Nothing really changed except the consultants
bank balance. This is not the consultants fault, they make recommendations,
we need to change the culture and perform a "sanity check" to make sure what
they recommend applies to us.

Dan

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