Is the product definition stable enough to produce?

Confirm specifications, materials, construction details, artwork or packaging requirements, approved samples, tolerances, grading or size logic where applicable, and any testing or labeling requirements. Open technical questions should have owners and deadlines.

Has the supplier demonstrated the required capability?

Evaluate whether the supplier has the equipment, process knowledge, quality discipline, capacity, documentation, subcontractor control, and product-specific experience required for the work—not simply whether it can quote the item.

Are commercial assumptions documented?

Price, minimums, payment terms, lead-time assumptions, packaging, testing, inspection, freight responsibilities, change handling, and variable costs should be explicit enough that the team understands what is included and what can still change.

Is there a milestone plan from start to shipment readiness?

A production schedule should make key events visible: material readiness, production start, in-process checkpoints, inspections, packing, documentation, and shipment readiness. The exact milestones vary by product, but ownership should not be ambiguous.

Can the team see work in progress without chasing updates?

Define how WIP status will be reported, how often it will be refreshed, which fields are required, and how risk is distinguished from normal progress. Visibility should support decisions, not simply create more reporting.

Are quality controls preventive—not only final?

Final inspection is too late to be the first serious quality checkpoint. Identify critical requirements, known failure modes, sample or pre-production approvals, in-process controls, inspection criteria, corrective-action ownership, and escalation triggers.

Is change control defined?

Decide how specification changes, artwork revisions, material substitutions, schedule changes, and supplier deviations are approved. Informal changes create version confusion and make root-cause analysis difficult.

Does every major risk have an owner?

A risk without an owner is only an observation. For every material issue, define the accountable person, next action, due date, required decision, and escalation path.

Is shipment readiness defined before the deadline arrives?

Confirm packing requirements, inspections, documentation, labeling, testing status, quantities, logistics handoff, and any release criteria required before the goods are treated as ready to move.

Can leadership understand the lane quickly?

The operating model should summarize status, key risks, upcoming decisions, supplier performance, and exceptions in a form that leadership can understand without reconstructing the project from email threads.

Production Launch Readiness Checklist

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