What does one do?

One of the things I ought to write down is an account of what I would typically do on a project. In the last few years I was busy with manufacturing and supply chain projects. When looking at those subjects below I would normally check first if these exist and if, if they are effective and efficient.

ORGANISATION:
The organisation is lean
Frontline supervision exists
Separation between Planning and Operations
Training plans for workers and management are in place
Flexibility charts exist, are up to date and used

PLANNING:
Independent Planning department
Planning tools installed based on production standards
Plans are fixed and adhered to
Production standard hours for each product or product group
Communication link between Planning and Production, Procurement and Sales
Reports to measure planning attainment
Procurement arranges JIT deliveries to meet production plan
Planning reviews and manages stock
Obsolete stock is managed (and prevented from existing), scrap and rework are dealt with
There are regular stock reports with action plans

MANUFACTURING:
The shift system is effective
The factory is clean and cleaning plans exist
Production standard hours are known and used
A production plan is agreed upon and followed regularly
KPIs and reports are sufficient and effectively used, also communicated
Daily Planning and Review Meetings with frontline supervision exist
Weekly Planning and Review Meetings among management exist
An agenda for both meetings is in place, also an Action Plan which is used religiously
There are tools for Active Supervision on the shop floor (such as short interval controls)
Machines are used and capacity is known
Scrap is dealt with and hopefully avoided
There are breakdown registers at each machine which would then go into the daily report
Link between Production, Maintenance, Planning, Logistics
Change over procedures are in place (SMED)

MAINTENANCE:
Plans for regular and preventative maintenance are in place and managed
Maintenance reaction time to breakdowns is quick
There are KPIs which show how much time was used for preventative and breakdown maintenance
Machines have a repair history and are assigned with work orders
There is an effective meeting structure in place within Maintenance and to other departments
Engineers are trained and cross-trained

QUALITY:
Quality procedures are in place
Quality is a strong department and independent
Quality processes are well embedded within the production processes
Sampling is done according to plan, tests are undertaken timely
Regular communication to Production and Planning, also to R&D
Quality is not only a topic for the Q department, but Production should feel the need for quality too
Effective internal review meetings are in place, with agenda and action plans

This was just me thinking out loud. There are of course many more subjects within a usual project. I can only think of "new article development" and "article deletion" which have both a tremendous effect on manufacturing and planning. And the list goes on and on. 

All in all, I know what's going on in any operations department, where to look at and what do to do fix problems and implement an ideal organisation and processes.