For nearly all of my life, I have been been blessed by the generosity of others providing me with opportunities. Rarely have those opportunities been more than the opening of a door to a challenge myself to be the best version of myself. Likewise, I have tried to follow a path of providing opportunities to those in need and volunteering my time as a means to Pay-it-Forward. Normally, I do not expect anything in return personally. Instead, I ask that those I help provide opportunities to others when the opportunity presents itself.
I have now reached a point in my life where I want to do something bigger. The culmination of my experiences and the foundations of my career endeavors have allowed me to create a very unique capability that is now being turned into a cloud-based software/cell-phone app. The program is being developed by an amazing team that has expanded upon my original vision and in order to make it available to everyone who wants it, I am going to go against my own unwritten rules and openly ask for help. If everyone of the people that I have coached, taught, mentored, or helped over the last 40+ years could find a way to donate $10 to support our new innovation, we believe that what we have created has the ability to Pay-it-Forward to millions of people.
This volume of From the Archives of a Common Sensei is a continuation of volumes 28and 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.