Engineering Changes

Abstract

The handling of engineering changes by large and complex manufacturing organizations has become a function of major importance. The need for and the nature of engineering changes are not always appreciated. To some, every change appears as an unwarrantable obstruction to the smooth flow of production, and some believe that changes are demanded solely to correct the mistakes of an incompetent engineering organization.

The paper seeks to show that all progress calls for changes and that the success of any undertaking will depend on its ability to effect changes promptly with the minimum of friction and dislocation.

The concept that the devising and implementation of an engineering change is a combined operation is developed. Those concerned include not only the design engineers, but also production engineering, factory, supply, material control, inspection, and many others. Aspects considered in the paper include: the fallacy of the “frozen design”, the reasons for engineering changes, the paramount need to avoid jeopardizing the continuity of production, the importance of proving the effectiveness of a change prior to its release, the need to consult departments affected by a change, planning and timing changes, the fallacy of batching changes, the costing of changes and the allocation of the costs, engineering change warnings, and interchangeability.

The MS. of this paper was received at the Institution on 7th April 1952. For the Minutes of the meeting in London, on 10th March 1953, at which this paper was presented, see p. 90.