Supplier Capacity Audit for Custom Manufacturing: Machines, People, Bottlenecks, Backup and Delivery Risk

A supplier may own many machines and still be unable to deliver your parts on time. The quoted cycle time may be correct, but the required machine is already loaded with other work. Inspection may be the real bottleneck. A single programmer, heat-treatment subcontractor or custom fixture may determine the entire schedule. During a volume increase, labor, material, maintenance and changeovers can matter more than the number of machines shown in a factory tour.

A supplier capacity audit tests whether the planned production system can meet demand at the required quality and lead time. It connects customer forecasts with actual equipment, working hours, yield, changeover, maintenance, labor, inspection, outside processing and contingency plans. The goal is not to obtain the largest theoretical number. It is to understand sustainable output and the risks hidden behind a confident promise.

This guide explains how buyers can assess manufacturing capacity for custom CNC parts, castings, molded components, sheet-metal products, 3D-printed parts and assemblies. It includes calculation methods, audit questions, evidence requirements, warning signs and an RFQ checklist.

Capacity Is More Than Machine Count

Machine count is easy to see and easy to overvalue. Ten machining centers do not provide ten interchangeable units of capacity if only two have the spindle speed, travel, accuracy, probing, fourth axis or qualified fixture required for your part. A molding supplier may have several presses, but only one fits the tool dimensions and clamp requirement. A coating line may process many parts by area but be limited by racking, color changes or oven profile.

Useful capacity analysis answers three separate questions:

1. Technical capacity: which resources are capable of making the part correctly?

2. Available capacity: how much qualified time remains after committed work, maintenance and normal losses?

3. Demonstrated capacity: what output has the complete process actually sustained at acceptable quality?

The third question is the strongest. A spreadsheet can show theoretical output, but production records show what the system has achieved under real conditions.

Nameplate, Theoretical, Available and Sustainable Capacity

Capacity discussions become confusing when teams use the same word for different values.

Nameplate capacity is the equipment manufacturer’s nominal capability or an ideal maximum. It rarely reflects a specific part.

Theoretical capacity uses planned working time divided by ideal cycle time, often assuming no downtime, scrap or changeover.

Available capacity subtracts committed work, planned maintenance, shutdowns and other known losses from the calendar.

Effective or sustainable capacity includes realistic uptime, yield, changeovers, staffing, inspection and support constraints. This is the most useful value for delivery planning.

Demonstrated capacity is supported by an actual production run, rate study or historical record. It is evidence, not only a forecast.

Ask suppliers to label each number. A claim of “50,000 pieces per month” is incomplete unless the calculation basis, part family, shifts, yield and process scope are clear.

Define the Demand Before Auditing Supply

A supplier cannot prove capacity against an undefined forecast. Buyers should provide a demand profile rather than one annual quantity.

Include:

• prototype and first-production quantities;

• normal weekly or monthly demand;

• peak demand and duration;

• ramp dates;

• order frequency and batch size;

• requested lead time;

• frozen and flexible forecast periods;

• mix of part numbers and revisions;

• service-spare demand;

• expected engineering changes;

• safety-stock or inventory strategy.

One million parts per year could mean a stable 83,000 per month or a sharp seasonal peak. Those scenarios require different staffing, material and scheduling plans. High product mix can consume more capacity through setup and inspection than an equivalent quantity of one part number.

Mark forecast confidence. A preliminary sales estimate should not trigger the same investment as a firm purchase commitment, but the supplier should know what level of readiness is expected.

Map the Complete Manufacturing Route

Capacity must be evaluated across every required step, not only the primary process. Create a process flow from incoming material through shipment.

A custom machined part may require:

1. raw-material procurement and cutting;

2. rough machining;

3. stress relief or heat treatment;

4. finish machining;

5. deburring and cleaning;

6. anodizing, plating or coating;

7. dimensional inspection;

8. special testing;

9. marking;

10. packing and final release.

The longest cycle or least available resource may be outside the supplier’s building. If one approved heat treater operates a weekly batch, adding machining centers will not shorten total lead time.

For each operation, record the qualified equipment, source, cycle time, setup, queue, batch rules, yield, capacity and backup. Include rework loops and inspection holds because they consume resources too.

Identify the True Bottleneck

The bottleneck is the resource that constrains total throughput for the defined product mix. It may move as demand or scheduling changes.

Common bottlenecks include:

• a large-travel or five-axis machining center;

• one die-casting machine with the required tonnage;

• one molding press that fits the tool;

• a furnace or coating oven;

• a skilled programmer or toolmaker;

• first-article and CMM inspection;

• cleaning or deburring;

• an outside special process;

• customer approval of deviations or samples;

• limited fixtures, gauges or molds;

• final assembly and test.

Do not accept an average utilization number for the entire plant. A facility may be only 60% loaded overall while your specific machine group is booked at 95%. Analyze capacity at the product’s actual constraint.

Observe queues. Work-in-process accumulating before one operation and idle time after it are strong signs of a bottleneck. Review production history, not only a staged tour.

A Basic Capacity Calculation

A simple calculation can expose unrealistic assumptions.

For one operation:

Gross available time = scheduled hours × number of qualified resources

Then subtract or account for:

• planned maintenance;

• setup and changeover;

• breaks and shift transitions where relevant;

• expected downtime;

• tool changes and calibration;

• inspection and approval delay;

• scrap and rework;

• other committed orders.

If a process has a 10-minute ideal cycle, 480 scheduled minutes do not automatically produce 48 good parts. Setup, tool replacement, measurement, loading, downtime and yield reduce good output.

A practical model can be written as:

Good output = scheduled time × availability × performance rate × quality yield ÷ standard cycle time

The factors must be supported by plant data. Avoid multiplying optimistic assumptions. If each factor is slightly overstated, the final promise can be far above reality.

For batch processes, use batch capacity, load pattern, cycle length, changeover and queue rather than a simple piece cycle.

Cycle Time Must Have a Defined Start and End

“Cycle time” may mean machine cutting time, door-to-door machine time, operator labor time, takt time or total manufacturing lead time. These are different.

Ask what is included:

• loading and unloading;

• automated probing;

• tool changes;

• in-process inspection;

• chip removal or cleaning;

• operator walking and handling;

• fixture exchange;

• curing or cooling;

• batch loading and unloading;

• documented quality checks.

For multi-cavity molding or casting, state output per cycle and expected cavity availability. A four-cavity tool does not provide four good parts every cycle if one cavity is frequently disabled or produces higher scrap.

Verify cycle time during a representative run at stable conditions. A hand-selected demonstration part or a short run before tool wear appears may not represent sustained output.

Setup, Changeover and Product Mix

Setup time can dominate low-volume and high-mix custom manufacturing. A machine may cut each part in minutes but require hours for fixture installation, tool loading, program verification and first-piece approval.

Capacity models should include:

• setup frequency;

• planned batch size;

• family fixtures and shared tools;

• color or material changeover;

• cleaning and line clearance;

• first-piece inspection time;

• teardown and storage;

• revision-change setup;

• operator qualification.

Large batches reduce setup per piece but increase inventory, queue time and risk if a defect escapes. Small batches improve responsiveness but consume more changeover capacity. The buyer and supplier should agree on a strategy that supports lead time and quality, not only unit price.

Review the full product mix competing for the same resource. A capacity plan built for one part number in isolation can fail when several customer parts peak together.

Overall Equipment Effectiveness Without Misuse

Overall Equipment Effectiveness, or OEE, combines availability, performance and quality. It can help identify losses, but it is not a universal proof of customer capacity.

Plants may define planned time differently. One may exclude breaks and maintenance; another may include them. Quality may be measured at the machine rather than after final inspection. A high plant-wide OEE can hide low performance on the machine family needed for your work.

When a supplier uses OEE, ask for:

• calculation definitions;

• measurement period;

• equipment scope;

• source of downtime and scrap data;

• planned versus unplanned exclusions;

• part-family relevance;

• actions taken for major losses.

Use OEE to understand the process, not as a single pass/fail score. Demonstrated good output and delivery performance remain essential.

Machine Capability and Interchangeability

Two machines with similar labels may not be interchangeable. Qualification depends on:

• work envelope and load capacity;

• spindle, clamp or press capability;

• axis configuration;

• accuracy and repeatability;

• temperature control;

• tooling interface;

• automation and probing;

• software and postprocessor;

• fixture compatibility;

• operator and programmer qualification;

• inspection results from transferred production.

If backup equipment is part of the contingency plan, ask whether it has produced acceptable parts using the intended process. A backup that requires new programming, fixtures and first-article approval is not immediately available capacity.

Define change-notification rules. Moving work to another machine, factory or subcontractor may require customer approval when qualification, validation or regulatory obligations apply.

Tooling, Fixtures, Molds and Gauges

Dedicated tooling can be the real limit even when machines are available. One fixture may support only one cycle at a time. A single mold may need cooling, maintenance or repair. An inspection gauge may become a queue point.

Audit:

• number of production tools and fixtures;

• ownership and location;

• maximum output per tool;

• maintenance intervals;

• spare inserts and wear components;

• replacement lead time;

• storage and preservation;

• revision status;

• backup fixture or tool strategy;

• gauge availability and calibration.

For multi-cavity tools, review cavity balance, cavity-specific yield and traceability. A tool rated by total cavities can lose significant capacity if one cavity is out of service.

Include tool maintenance downtime in the capacity plan. Preventive work protects quality but consumes scheduled time.

Labor and Skill Capacity

Machines do not run themselves without programming, setup, material handling, maintenance, inspection and supervision. Automation changes labor content but does not remove the need for skilled support.

Review staffing by role and shift:

• operators;

• setup technicians;

• CNC programmers;

• toolmakers;

• maintenance technicians;

• quality inspectors;

• CMM programmers;

• finishing and deburring staff;

• assembly and test technicians;

• planners and material coordinators.

Ask how many people are qualified, not merely employed. One experienced setup technician covering several lines may be a single point of failure. Overtime can support a short surge but is not a sustainable long-term plan if it causes fatigue, turnover or quality drift.

Review training matrices, cross-training and succession plans. The strongest supplier can show that critical operations do not depend on one person’s undocumented knowledge.

Shift Patterns and Overtime Assumptions

A capacity plan may assume one, two or three shifts. Confirm what is currently staffed versus theoretically possible.

Adding a shift requires more than hiring operators. The supplier may need supervision, quality coverage, maintenance, material supply, programming support and transportation. Night-shift output may not match day-shift output during ramp-up.

Overtime and weekends can be useful recovery tools, but ask:

• how much overtime is already planned;

• local labor limits and employee availability;

• impact on quality and maintenance;

• whether key support functions are present;

• how long the plan can be sustained;

• cost responsibility.

A plan that meets normal demand only through continuous maximum overtime has little recovery margin.

Material and Component Capacity

Production equipment cannot operate without approved material. Long-lead alloys, resins, castings, inserts, electronics, packaging and special chemicals can constrain output.

Evaluate:

• approved sources;

• supplier lead times and minimum orders;

• lot-size and shelf-life constraints;

• safety stock;

• forecast sharing;

• alternative materials and approval process;

• import or logistics risk;

• storage capacity and preservation;

• material certification and traceability;

• obsolescence or allocation risk.

Inventory can protect delivery but creates cash and engineering-change exposure. Agree on ownership and liability for customer-specific stock.

For forecasted ramps, verify that upstream suppliers have acknowledged the same demand. A tier-one supplier’s machine plan is incomplete if its material vendor has not reserved capacity.

Outside Processing and Subtier Suppliers

Heat treatment, plating, anodizing, coating, grinding, testing and sterilization may be subcontracted. Outside processes often operate in batches and add transport, queue and approval time.

Audit the subtier plan:

• approved supplier and backup;

• committed capacity;

• normal and peak lead time;

• batch frequency;

• minimum and maximum lot size;

• historical quality and on-time delivery;

• transportation schedule;

• capacity reservation or priority rules;

• change notification;

• contingency for outage or rejection.

Ask whether the primary supplier measured the subtier’s capacity or simply received a verbal promise. Evidence can include purchase history, written commitments, performance reports and trial runs.

If only one source is technically approved, quantify the requalification lead time for an alternative before a disruption occurs.

Quality Capacity and Inspection Bottlenecks

Inspection is part of capacity. A supplier may manufacture parts faster than it can release them.

Consider:

• first-piece approval;

• CMM program availability;

• gauge quantity;

• inspection cycle time;

• sampling plan;

• environmental conditioning;

• destructive testing;

• laboratory turnaround;

• final documentation review;

• nonconformance disposition;

• customer approval time.

One CMM serving many production cells can create a queue, especially during new-product launch. Programs may require engineering time, and complex fixtures can limit parallel measurement.

Do not reduce inspection solely to solve a capacity shortage without risk review and approval. Improve the measurement plan, add gauges, validate alternative methods or increase qualified resources.

Yield and rework also consume capacity. If 10% of parts require rework, the rework station and reinspection must be included in the model. Quoting only first-pass machine output overstates deliverable capacity.

Maintenance and Spare-Part Readiness

Unplanned equipment downtime can erase a narrow delivery margin. Review preventive maintenance and common failure recovery.

Evidence may include:

• maintenance schedule and completion;

• downtime history;

• critical spare-parts list;

• service contracts;

• internal maintenance skill;

• mean repair time trends;

• backup utilities;

• machine condition monitoring;

• tool and fixture maintenance;

• escalation contacts.

Older equipment is not automatically unreliable, and new equipment is not automatically ready. The relevant question is whether the supplier maintains, monitors and recovers the resource effectively.

Utility failures matter too. Compressed air, cooling water, power, network access, gas and climate control can stop several machines at once. A backup machine connected to the same vulnerable utility is not a complete contingency.

Capacity Cushion and Recovery Margin

Running a constraint at 100% planned utilization leaves no room for breakdown, scrap, urgent work or demand variation. A capacity cushion is deliberate unused capability that supports recovery.

The appropriate margin depends on demand stability, process reliability, backup lead time, inventory and business impact. There is no universal percentage for every supplier.

Ask how the supplier will respond to:

• a temporary demand spike;

• one-week machine outage;

• a high-scrap event;

• delayed material;

• urgent replacement order;

• engineering change during production;

• concurrent peak from another customer.

A credible answer identifies specific resources, lead times, decisions and approvals. “We will add overtime” is not enough when overtime is already included in the base plan.

Capacity for Ramp-Up Versus Steady State

Launch capacity has different losses from mature production. Programs, fixtures, operators, gauges and work instructions may still be stabilizing. First-article holds and engineering changes can interrupt flow.

Build a ramp plan with stages:

1. tooling and process development;

2. first-article qualification;

3. pilot or validation build;

4. limited-rate production;

5. planned rate demonstration;

6. steady-state production;

7. peak-rate contingency.

For each stage, define quantity, rate, yield, staffing, approval and exit criteria. Do not assume steady-state cycle time on the first build.

Capacity investments should have owners and dates. Track machine purchase, installation, power, qualification, fixture completion, hiring, training and customer approval separately. “New machine arriving next month” is not the same as released production capacity next month.

Run-at-Rate and Capacity Demonstration

A run-at-rate test demonstrates output under defined production conditions. It is stronger than a calculated promise but must be designed carefully.

Define:

• part number and revision;

• production-intent material, tooling and process;

• run duration;

• required rate and quantity;

• staffing and shift;

• planned stops and changeovers;

• measurement and sampling;

• good-part definition;

• treatment of scrap and rework;

• downtime recording;

• equipment and cavity identification;

• pass/fail and corrective-action rules.

A very short demonstration may miss tool wear, operator breaks, material replenishment and maintenance. A long test may be unnecessary for low-risk demand. Match duration to risk and process behavior.

Record actual good output, not only machine cycles. If parts wait for inspection or a downstream operation, the full route has not yet demonstrated shipment capacity.

Historical Performance as Evidence

Past performance helps validate planning assumptions. Review trends for comparable part families:

• on-time delivery;

• schedule adherence;

• actual versus standard cycle time;

• first-pass yield;

• scrap and rework;

• machine uptime;

• premium freight;

• overtime;

• customer complaints;

• backlog age;

• recovery from disruptions.

One excellent month does not establish capability. Look for stable performance and explanations for significant changes.

Data must be relevant. A supplier’s record on simple high-volume parts may not predict performance on complex tight-tolerance work requiring different machines and inspection.

When confidentiality limits customer-level evidence, the supplier can provide anonymized trends, audited summaries or controlled screen reviews.

Capacity Allocation and Customer Priority

Available plant time may be shared among customers. Buyers should understand how capacity is allocated during shortages.

Questions include:

• Is capacity reserved by contract, forecast or purchase order?

• How is priority set when several customers expedite?

• Can another customer displace the planned schedule?

• Is there a minimum forecast accuracy required for reservation?

• Who approves schedule changes?

• How early are risks communicated?

• Is finished-goods inventory part of the strategy?

Avoid asking suppliers to promise unlimited priority. A clear allocation rule and transparent communication are more credible.

Long-term agreements may support dedicated resources or capacity reservation, but the commercial terms should define forecast, cancellation, underuse and investment responsibility.

Financial and Investment Readiness

Capacity expansion may require machines, tools, floorspace, labor, material and working capital. A technically capable supplier can still struggle if it cannot fund the ramp.

Review the investment plan without demanding unnecessary confidential detail. Confirm:

• approved budget;

• purchase orders for major equipment;

• installation and qualification timeline;

• customer-owned versus supplier-owned tooling;

• working-capital assumptions;

• hiring plan;

• dependency on award or deposit;

• fallback if the investment is delayed.

For critical ramps, commercial and technical teams should align. The supplier cannot commit capital based on an uncertain forecast while the buyer assumes full capacity will be ready without an award.

Contingency and Business Continuity

A capacity audit should test disruption response, not only normal production.

Possible scenarios include:

• machine or mold failure;

• power or utility interruption;

• fire, flood or severe weather;

• cyber or network outage;

• material shortage;

• labor absence;

• quality containment;

• subtier shutdown;

• transport interruption;

• sudden demand change.

For each critical scenario, identify detection, immediate containment, recovery resource, lead time, inventory coverage, communication and customer approval. Confirm whether backups have been tested.

A second machine in the same building protects against one type of failure but not a site outage. A second supplier may protect the site but require months of qualification. Layered contingency can include preventive maintenance, spares, alternate routing, safety stock and qualified external backup.

Evidence to Request During the Audit

Useful evidence is specific and current. Depending on risk, request or review:

• equipment list with capability and current load;

• process flow and value-stream map;

• capacity model with assumptions;

• standard work and cycle studies;

• production schedules and backlog;

• OEE or downtime trends with definitions;

• yield, scrap and rework data;

• maintenance records;

• training matrix;

• tooling and gauge list;

• subtier commitments and performance;

• material lead-time and inventory plan;

• run-at-rate results;

• delivery-performance history;

• contingency plan;

• open investment and qualification actions.

Do not collect documents only to fill an audit checklist. Test whether they agree. The equipment list, schedule, staffing plan and rate study should describe the same production system.

Warning Signs in a Capacity Review

Watch for:

• capacity stated without calculation assumptions;

• every machine treated as interchangeable;

• peak demand met only by permanent maximum overtime;

• no allowance for scrap, setup, maintenance or inspection;

• outside-process capacity ignored;

• new equipment counted before purchase or qualification;

• one critical employee without backup;

• inconsistent cycle times across quotation and production documents;

• no evidence of demonstrated output;

• current backlog not disclosed;

• backup plans requiring unapproved process changes;

• frequent premium freight or schedule recovery;

• high work-in-process queues;

• obsolete tooling or gauge revisions;

• promise of any quantity without commercial or investment discussion.

One warning sign does not automatically disqualify a supplier. It identifies where evidence, mitigation or contract clarity is needed.

A Practical Supplier Capacity Audit Workflow

1. Define demand. Provide normal, peak and ramp profiles with forecast confidence.

2. Freeze the technical scope. Identify part revision, material, process, quality and approval requirements.

3. Map the route. Include internal, external, inspection and rework operations.

4. Identify qualified resources. Separate technically capable machines and people from general plant assets.

5. Calculate each operation. Include cycle, setup, uptime, yield, maintenance and committed load.

6. Find the constraint. Test the bottleneck for normal and peak product mix.

7. Review support capacity. Check labor, programming, tools, gauges, material and quality.

8. Examine evidence. Compare assumptions with historical performance and production records.

9. Demonstrate the rate. Run production-intent trials where risk justifies them.

10. Stress the plan. Test outage, demand spike and quality-containment scenarios.

11. Close gaps. Assign actions, owners, dates and approval needs.

12. Monitor after award. Update capacity when demand, yield, process or supplier load changes.

Supplier Capacity RFQ Checklist

Include the following information when requesting a capacity plan:

• part numbers and revisions;

• CAD, drawings and specifications;

• material and approved sources;

• required processes and special operations;

• prototype, ramp, normal and peak quantities;

• batch size and order frequency;

• forecast horizon and firmness;

• target launch and delivery dates;

• requested lead time;

• quality, inspection and documentation requirements;

• first-article and run-at-rate requirements;

• approved subtier constraints;

• safety-stock or inventory expectations;

• change-notification rules;

• required backup or business-continuity level;

• packaging and logistics model;

• expected program life;

• commercial assumptions for tooling and capacity investment.

Ask the supplier to respond with a process-specific capacity model, identified bottleneck, current available capacity, ramp actions, demonstration plan and contingency—not only a single maximum-output number.

Capacity Response Template

Program / part family: [name and revision]   Demand profile: [ramp, normal and peak]   Working pattern: [shifts, days and staffed hours]   Process route: [all internal and outside operations]   Qualified resources: [machines, tools and people]   Constraint operation: [identified bottleneck]   Cycle / batch time: [definition and evidence]   Setup / changeover: [frequency and duration]   Availability: [basis and historical performance]   Yield: [first-pass and final yield]   Committed load: [existing demand on constraint]   Sustainable capacity: [good units by period]   Peak plan: [overtime, shift, inventory or investment]   Material plan: [lead time, safety stock and sources]   Outside processing: [supplier, lead time and backup]   Quality capacity: [inspection and test resources]   Investment actions: [owner, date and qualification]   Run-at-rate: [date, duration and acceptance]   Contingency: [failure scenarios and recovery time]   Open risks: [assumptions and required decisions]

Questions to Ask a Supplier

1. Which exact machine, line, tool and inspection resources will make our parts?

2. What is the current committed load on the bottleneck?

3. How was cycle time measured, and what does it include?

4. Which uptime, yield and setup assumptions support the capacity number?

5. What output has this process actually demonstrated?

6. Which people and skills are single points of failure?

7. Are outside processes and material suppliers committed to the same forecast?

8. What capacity is available without overtime or unapproved transfers?

9. How will normal and peak demand be scheduled with other customers?

10. Which investments are already approved and when will they be qualified?

11. What happens if the constraint is unavailable for one week?

12. How will capacity risk be reported after production starts?

Frequently Asked Questions

What is a supplier capacity audit?

It is a structured review of whether a supplier’s complete production system can meet defined demand at the required quality and delivery. It covers machines, tools, labor, material, inspection, outside processing, current load and contingency.

Is machine count enough to prove capacity?

No. Only technically qualified machines with available time, tooling, labor and quality support count. The process bottleneck may be inspection, material or a subcontractor rather than the primary machine.

What is demonstrated capacity?

It is output supported by actual production evidence, such as a run-at-rate or historical performance, using representative material, process, staffing and quality requirements.

How should scrap be included?

Capacity should be based on good deliverable parts. Include expected scrap, rework and reinspection using supported yield data. Machine cycles alone overstate customer output.

Is overtime valid capacity?

Overtime can support temporary peaks or recovery. It is risky as the permanent base plan if it reduces maintenance, causes fatigue or has no further recovery margin.

Why can inspection be the bottleneck?

Complex parts may need long CMM programs, first-piece approval, special gauges or laboratory tests. If manufacturing output exceeds release capacity, finished parts accumulate in a queue.

What is a run-at-rate test?

It is a controlled production demonstration that measures good output under defined production-intent conditions. The scope should include required quality checks and relevant downstream constraints.

How much spare capacity should a supplier have?

There is no universal percentage. The needed cushion depends on demand variability, process reliability, backup lead time, inventory strategy and disruption impact.

Should a new machine count in the capacity plan?

It may be included as a future action, but not as available production capacity until purchase, installation, programming, tooling, training and qualification are complete.

How often should capacity be reviewed?

Review it at sourcing, before launch, during ramp and whenever demand, product mix, yield, cycle time, equipment, tooling, supplier load or subtier conditions change materially.

Can a backup supplier solve all capacity risk?

No. A backup must have qualified process, tooling, data, material and available time. Qualification and transfer lead time may be significant. Combine alternate sources with maintenance, spares, inventory and recovery planning.

What evidence is most useful?

The strongest evidence connects a transparent calculation with real production data: rate studies, good-output history, load schedules, yield, downtime, delivery performance and a representative demonstration.

Conclusion

A supplier capacity audit replaces a vague production promise with a testable operating plan. It identifies the qualified resources, process constraint, realistic good-part output, current committed load and recovery actions needed to support customer demand.

Start with a clear demand profile and complete process route. Include setup, uptime, yield, maintenance, labor, material, inspection and outside processing. Verify calculations against demonstrated performance, then stress the plan for peaks and disruptions. Capacity should be monitored after award because demand and factory conditions continue to change.

AluPrototype supports custom prototypes and low-volume manufacturing across CNC machining, die casting, molding, additive manufacturing, sheet metal, finishing and assembly. Send your CAD files, specifications, quantity profile, quality requirements and target schedule for a practical process review, capacity assessment and quotation.