THE 5 PRINCIPLES OF LEAN:
1. Value - Define from customer perspective
2. Value Stream - Map all steps, eliminate waste
3. Flow - Make value-creating steps flow smoothly
4. Pull - Let customer demand drive production
5. Perfection - Continuously improve toward perfection

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

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

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

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%

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

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%