Name: Operations
Author: travisjneuman

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Operations | Skills Pool

DEFINE
- Problem statement
- Project charter
- Voice of customer (VOC)
- SIPOC diagram
- CTQ (Critical to Quality) tree

MEASURE
- Data collection plan
- Process capability (Cp, Cpk)
- Measurement system analysis
- Baseline metrics

ANALYZE
- Root cause analysis (5 Whys, Fishbone)
- Statistical analysis
- Process mapping
- Hypothesis testing

IMPROVE
- Solution generation
- Pilot testing
- Implementation plan
- Risk assessment (FMEA)

CONTROL
- Control plan
- Statistical process control (SPC)
- Standard operating procedures
- Training and handoff

Strategy	When to Use	Key Characteristics
Efficient	Stable demand, commodity products	Low cost, high utilization, minimal inventory
Responsive	Unpredictable demand, innovative products	Speed, flexibility, buffer inventory
Risk-Hedging	Supply uncertainty	Multiple suppliers, pooled inventory
Agile	Demand and supply uncertainty	All above combined, modular design

PLAN
- Demand planning
- Supply planning
- S&OP process
- Inventory planning

SOURCE
- Supplier selection
- Contract negotiation
- Procurement
- Supplier performance

MAKE
- Production scheduling
- Manufacturing execution
- Quality management
- Capacity management

DELIVER
- Order management
- Warehousing
- Transportation
- Last-mile delivery

RETURN
- Reverse logistics
- Returns processing
- Warranty management
- Disposal/recycling

ENABLE
- Business rules
- Performance management
- Data management
- Risk management

Category	Metric	Formula	Target
Reliability	Perfect Order	(Complete, On-time, Damage-free, Accurate docs) / Total	95%+
	OTIF	Orders On-Time In-Full / Total Orders	98%+
Responsiveness	Order Cycle Time	Order receipt to delivery	Industry specific
	Lead Time	Request to fulfillment	Minimize
Agility	Upside Flexibility	% increase possible in 30 days	20%+
	Supply Chain Adaptability	Time to adjust to market change	Minimize
Cost	Supply Chain Cost	Total SC cost / Revenue	5-10%
	COGS	Cost of Goods Sold / Revenue	Industry specific
Asset Management	Cash-to-Cash	DIO + DSO - DPO	Industry specific
	Inventory Turns	COGS / Average Inventory	Higher is better

Method	Use Case	Accuracy
Moving Average	Stable demand	Low-Medium
Exponential Smoothing	Trend data	Medium
Regression	Causal relationships	Medium-High
ARIMA	Complex patterns	High
Machine Learning	Large datasets, many variables	High
Collaborative	Retail, promotions	Medium-High

MONTHLY S&OP CYCLE:

Week 1: Data Gathering
- Update sales forecast
- Review actual vs. plan
- Identify issues

Week 2: Demand Planning
- Demand review meeting
- Consensus forecast
- New product planning

Week 3: Supply Planning
- Capacity analysis
- Inventory planning
- Resource requirements

Week 4: Pre-S&OP
- Gap analysis
- Scenario planning
- Financial reconciliation

Week 5: Executive S&OP
- Final decisions
- Resource allocation
- Performance review

ABC CLASSIFICATION:
A Items: 20% of SKUs, 80% of value → Tight control
B Items: 30% of SKUs, 15% of value → Moderate control
C Items: 50% of SKUs, 5% of value → Minimal control

XYZ CLASSIFICATION (Variability):
X: Low variability (CV < 0.5) → Predictable
Y: Medium variability (0.5 < CV < 1.0) → Some variation
Z: High variability (CV > 1.0) → Sporadic

TQM PRINCIPLES:
1. Customer focus
2. Total employee involvement
3. Process-centered
4. Integrated system
5. Strategic and systematic approach
6. Continuous improvement
7. Fact-based decision making
8. Communications

Tool	Purpose	When to Use
Pareto Chart	Identify vital few	Prioritizing problems
Fishbone Diagram	Root cause analysis	Problem investigation
Control Charts	Monitor process stability	Ongoing monitoring
Histogram	Show distribution	Understanding variation
Scatter Diagram	Show correlation	Relationship analysis
Check Sheet	Data collection	Systematic recording
Flowchart	Visualize process	Process understanding

CONTROL CHART RULES (Western Electric):
Rule 1: One point beyond 3σ
Rule 2: 2 of 3 points beyond 2σ (same side)
Rule 3: 4 of 5 points beyond 1σ (same side)
Rule 4: 8 points in a row on one side of center
Rule 5: 6 points trending up or down
Rule 6: 14 points alternating up and down
Rule 7: 15 points within 1σ (reduced variation)
Rule 8: 8 points beyond 1σ (both sides)

CAPACITY METRICS:
Design Capacity: Maximum theoretical output
Effective Capacity: Expected output given constraints
Actual Output: Real production achieved

Utilization = Actual Output / Design Capacity
Efficiency = Actual Output / Effective Capacity

CAPACITY STRATEGIES:
Lead: Build capacity ahead of demand
Lag: Build capacity after demand materializes
Match: Incrementally match demand

QCDDM FRAMEWORK:
Q - Quality (PPM, certification, capability)
C - Cost (Price, TCO, cost reduction)
D - Delivery (OTIF, lead time, flexibility)
D - Development (Innovation, collaboration)
M - Management (Financial stability, risk)

SCORECARD WEIGHTS (example):
Quality: 30%
Delivery: 25%
Cost: 25%
Service: 10%
Innovation: 10%

Tier	Relationship	Characteristics
Strategic	Partnership	Joint development, long-term, shared risk
Preferred	Collaboration	Volume commitment, improvement programs
Approved	Transactional	Competitive bidding, standard terms
Spot	One-time	Emergency purchases, minimal vetting

KEY CONTRACT ELEMENTS:
- Scope of work / specifications
- Pricing structure (fixed, cost-plus, tiered)
- Volume commitments
- Quality requirements and remedies
- Delivery terms (Incoterms)
- IP ownership
- Liability and indemnification
- Force majeure
- Termination rights
- Performance metrics / SLAs
- Dispute resolution

CURRENT STATE MAP:
1. Identify product family
2. Map customer requirements
3. Walk the process
4. Collect data (cycle time, changeover, uptime)
5. Calculate lead time vs. process time
6. Identify waste

FUTURE STATE MAP:
1. Calculate takt time
2. Implement continuous flow where possible
3. Use pull systems
4. Level production
5. Identify kaizen bursts
6. Calculate new lead time

Step	Japanese	English	Actions
1	Seiri	Sort	Remove unnecessary items
2	Seiton	Set in Order	Organize remaining items
3	Seiso	Shine	Clean work area
4	Seiketsu	Standardize	Create standards
5	Shitsuke	Sustain	Maintain discipline

Category	Metric	Frequency
Safety	TRIR, Lost Time	Daily
Quality	First Pass Yield, Defect Rate	Daily
Delivery	OTIF, Lead Time	Daily
Cost	Unit Cost, Productivity	Weekly
Inventory	Turns, DOS	Weekly
Equipment	OEE, Downtime	Daily

OEE = Availability × Performance × Quality

Availability = Run Time / Planned Production Time
Performance = (Total Count × Ideal Cycle Time) / Run Time
Quality = Good Count / Total Count

WORLD-CLASS OEE: 85%+
- Availability: 90%
- Performance: 95%
- Quality: 99%

Sigma Level	DPMO	Yield
1	691,462	30.9%
2	308,538	69.1%
3	66,807	93.3%
4	6,210	99.4%
5	233	99.98%
6	3.4	99.9997%

Model	Formula	Use Case
EOQ	√(2DS/H)	Constant demand
Safety Stock	z × σ × √LT	Buffer uncertainty
Reorder Point	(D × LT) + SS	Trigger replenishment

Planning Level	Horizon	Decisions
Strategic	1-5 years	Facilities, major equipment
Tactical	3-18 months	Workforce, inventory levels
Operational	Days-weeks	Scheduling, sequencing

Phase	Duration	Activities
Preparation	2-4 weeks	Scope, team, data gathering
Event	3-5 days	Analysis, solution design, implementation
Follow-up	30-60 days	Sustain, measure, adjust

Operations

Operations Expert

Operational Excellence Frameworks

Lean Manufacturing Principles

8 Wastes (DOWNTIME)

Operations

Operations Expert

Operational Excellence Frameworks

Lean Manufacturing Principles

8 Wastes (DOWNTIME)

Six Sigma DMAIC

Six Sigma Metrics

Supply Chain Management

Supply Chain Strategy

SCOR Model (Supply Chain Operations Reference)

Supply Chain KPIs

Demand Planning & Forecasting

Forecasting Methods

S&OP (Sales & Operations Planning)

Inventory Management

Quality Management

Total Quality Management (TQM)

Quality Tools

Statistical Process Control (SPC)

Capacity Planning

Capacity Analysis

Production Planning

Vendor Management

Supplier Evaluation Criteria

Supplier Relationship Tiers

Contract Management

Process Improvement Methodology

Value Stream Mapping

Kaizen Events

5S Methodology

Operational Metrics Dashboard

Key Operating Metrics

OEE (Overall Equipment Effectiveness)

See Also

Project Planner

Data Analyst

Billing Automation

Taskflow Inbox Triage

Prose

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