Hello Kennyq
Doesnt look like you got an answer to your question, and i dont think that i am going to help you much (PS have another go at rephrasing it, maybe you will connect with someone out there).
As an aside, an auditor once told me that he checks the health of a company in 10 minutes by REVIEWING THEIR ENGINEERING CHANGE SYSTEM.
I didnt really read too much into this at the time, but the more i see the more i think it is true. I guess it is because many companies concentrate on getting products manufactured and out of the door, at the expense of working to consequential/disciplined procedures. In most companies an Engineering Change involves a lot of small detailed work that nobody wants to take on and ensure it is done. In my environment (Motorsport) this is deadly. Stores are not asked to scrap or rework parts, customers are not informed about changes, suppliers are not informed about changes to open orders etc.
In one company where i am now we have developed an Excel spreadsheet, where the changes are noted and we have developed a number system for the necessary changes, of which there are 16 POSSIBILITIES, ie Possibility Number 3 - Send new drawing to supplier etc. The relevant Project Manager is responsible to ensure that all these activities are done, and only then can he close the point.
Coming back to your question, i think you are being asked how the outcomes from your Engineering Change System is actioned.
Come back to use if you dont have what you want
Regards
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Andy B
[This message has been edited by Andy Bassett (edited 23 June 2000).]