This volume of From the Archives of a Common Sensei is a continuation of volumes 28 and 29 and discusses the Engineering Change Procedure for Non-Interchangeable Imported Parts. This volume discussion will close out our three-volume series (28, 29 and 30) on the topic of engineering change. As referenced in Blog volume 28, during the early days (1990’s) of Toyota Industrial Equipment (TIEM) in the US, we had to give consideration to many different processes as we developed the manufacturing operations. In my previous blog postings, I have tried to describe in (short form) how we went about many of these operational developments.
In this volume 30, I present the process for imported but non-interchangeable parts. As in volumes 28 and 29, the handwritten original examples are too big to display at the same time, so I split this engineering change process into three volumes to simplify the overall process of engineering change. Some of you might be more concerned with an engineering change procedure for domestic parts and some might be more concerned with imported parts. The three articles in Blogs 28, 29, and 30 are presented here to potentially give you ideas for your organization.
In the example supplied here (Vol. 30) for Imported Non-Interchangeable Purchased Parts, it is again noted that during those early days of the TIEM startup (1989+) the engineering was done by the TIEM parent company (TAL) and delivered to the TIEM operation (Domestic Company) in Columbus, Indiana. From that point, the process example tracks through the Parental Company actions, Domestic Company Engineering Section, Production Section, and the Material Control Section, and Accounting. The procedure includes steps for checking inventories, Kanban handling, change date determination from old parts to new parts, receiving of new parts, and how to manage the associated Kanban’s. As stated in previous blog volumes, in the mid-1990’s a substantial portion of product engineering was a joint effort by the local facility and the parent company in Japan. In previous blogs, I have also explained how we encouraged our customers, plant associates, and managers to work with Engineering to create improvements in quality, cost, convenience, service needs, etc. Again, this example, and the previous examples (Vol. 28 and 29), are intended only as examples from which you may be able to gain some ideas.
From The Desk Of A Common Sensei 