What should you prepare when drafting the Standard Operations Procedure ( SOP ) in each department?

Dear Mr Surjani,

Greetings from Karachi Pakistan!

Million thanks for invitation.

We should prepare by survey / research  the real & basic needs with the standards of quality enhancement management when drafting the Standard Operations Procedure ( SOP ) in each department.

Regards 

• Your audience's prior knowledge. Are they familiar with your organization and its procedures? Do they know the terminology? Your language needs to match the knowledge and investment of the reader.
• Your audience's language abilities. Is there any chance people who don't speak your language will be "reading" your SOP? If this is an issue, it's a good idea to include lots of annotated pictures and diagrams.
• The size of your audience. If multiple people at once are reading your SOP (those in different roles), you should format the document more like a conversation in a play: user 1 completes an action, followed by user 2, and so on and so forth.  
• 3 Consider your knowledge. What it boils down to is this: Are you the best person to be writing this? Do you know what the process entails? How it could go wrong? How to make it safe? If not, you may be better off handing it over to someone else. A poorly-written -- or, what's more, inaccurate -- SOP will not only reduce productivity and lead to organizational failures, but it can also be unsafe and have adverse impacts on anything from your team to the environment. In short, it's not a risk you should take.
  • If this is a project you've been assigned that you feel compelled (or obligated) to complete, don't shy away from asking those who complete the procedure on a daily basis for help. Conducting interviews is a normal part of any SOP-creating process.
• 4 Decide between a short or long-form SOP. If you're writing or updating an SOP for a group of individuals that are familiar with protocol, terminology, etc., and just would benefit from a short and snappy SOP that's more like a checklist, you could just write it in short-form.
  • Apart from basic purpose and relevant information (date, author, ID#, etc.), it's really just a short list of steps. When no details or clarification are needed, this is the way to go

what should you prepare when drafting the Standard Operations Procedure ( SOP ) in each department

A Standard Operating Procedure (SOP) is a document consisting of step-by-step information on how to execute a task. An existing SOP may need to just be modified and updated, or you may be in a scenario where you have to write one from scratch. It sounds daunting, but it's really just a very, very, very thorough checklist. 

Choose your format. There is no right or wrong way to write an SOP. However, your company probably has a number of SOPs you can refer to for formatting guidelines, outlining how they prefer it done. If that's the case, use the pre-existing SOPs as a template. If not, you have a few options:

A simple steps format. This is for routine procedures that are short, have few possible outcomes, and are fairly to the point. Apart from the necessary documentation and safety guidelines, it's really just a bullet list of simple sentences telling the reader what to do.

A hierarchical steps format. This is usually for long procedures -- ones with more than ten steps, involving a few decisions to make, clarification and terminology. This is usually a list of main steps all with substeps in a very particular order.

A flowchart format. If the procedure is more like a map with an almost infinite number of possible outcomes, a flowchart may be your best bet. This is the format you should opt for when results aren't always predictable.

A Standard Operating Procedure is a document which describes the regularly recurring operations relevant to the quality of the investigation. The purpose of a SOP is to carry out the operations correctly and always in the same manner. A SOP should be available at the place where the work is done".

A SOP is a compulsory instruction. If deviations from this instruction are allowed, the conditions for these should be documented including who can give permission for this and what exactly the complete procedure will be. The original should rest at a secure place while working copies should be authenticated with stamps and/or signatures of authorized persons.

Several categories and types of SOPs can be distinguished. The name "SOP" may not always be appropriate, e.g., the description of situations or other matters may better designated protocols, instructions or simply registration forms. Also worksheets belonging to an analytical procedure have to be standardized (to avoid jotting down readings and calculations on odd pieces of paper).

A number of important SOP types are:

- Fundamental SOPs. These give instructions how to make SOPs of the other categories.

- Methodic SOPs. These describe a complete testing system or method of investigation.

- SOPs for safety precautions.

- Standard procedures for operating instruments, apparatus and other equipment.

- SOPs for analytical methods.

- SOPs for the preparation of reagents.

- SOPs for receiving and registration of samples.

- SOPs for Quality Assurance.

- SOPs for archiving and how to deal with complaints.

Organizing the SOP Writing Effort 

Developing a complete set of SOPs for a business can be a time consuming process. Buta little time spent in the beginning to organize the effort canhelp reduce frustration withthe process and make the effort more efficient and effective. Using the following fivesteps will aid in your organizing efforts.

1. Identify the key areas of concern for youroperation where SOPs might be useful. For example, feeding, animal moving and handling, manure handling, equipment cleaningand sanitation, vaccination, bedding, biosecurity, animal health, new animal arrival,etc.

2. Using the list from step one, identify thetop one or two priority areas for attention.In which areas are more controls desiredor required? In which areas will economicreturns or impact on the operation be greatest? Which areasare likely to yield somegood successes early in the process so you canbuild momentum and excitement forthe effort?

3. Focusing on the selected toppriority areas from step two, identify all the processes,functions or operations that occur within each of these areas.

4. Group together and combine or subdividefurther (which ever makes sense for youroperation) all the important processes, functions or operations within each area. Thenprioritize them for SOP development.

5. Identify the best individual to lead the development effort for each SOP and assign adevelopment team of employees, managers,agribusiness representatives, consultantsand anyone else who can bring relevant expertise to the effort. Six Steps to Developing a SOPA SOP for the same task will differ from farmto farm. There are also a number ofdifferent approaches to developing SOPs depending on the business, complexity of theSOP and the number of people involved inthe development.

The following six-stepprocedure will be useful and effective in most situations.

1.Name the SOP using descriptive action words.Examples:MixingMilk Replacer,IdentifyingandHandlingNew Calves,MovingCalves From One Group to Another.Tip:If you are developing SOPs for several different areas of your operation,give each area an identifying code then number the SOPs within it, for example,in biosecurity, SOPs B-1, B-2, B-3...in the feeding area F-1, F-2, F-3... forhealth H-1, H-2... This will make it easierto file the SOPs, refer to them inrelated SOPs, and for an employee to find aspecific SOP for reference later.Keep them filed in one or more notebooks accessible to the employees. Includethe date the SOP took effect, any revision dates and the authors’ names.

2.Write a scope for the SOP. To do this,answer these questions: Which specificoperations or tasks within an operation will be covered? Which are not covered?Who is the SOP written for?Example:ThisMilk Replacer MixingSOP is for all regular and relief calf feeders.The SOP starts with having clean and sanitized equipment and covers proceduresthrough delivery of the milk to the calves. It does not covercleaning and sanitizingthe equipment or collecting and returning empty milk pails. For procedures coveringthese areas, see the appropriate SOP. (This is where referencing codes and numbersfor other SOPs comes in handy.)

3.Develop an overall task description.Include the number of people required for the task, their skill levels, the equipmentand supplies required, any personal protective or safety equipment required, and adescription of how the finished product or result should look.Example:♦Milk replacer mixing is donein the feed mixing room.♦One person thoroughly trained incalf feeding does task.♦Equipment and supplies include: large mixing tank, hose tofacet, milk replacerstorage barrel and measuring scoop, large wisk, thermometer, and individualcalf milk pails.♦Clean coveralls and a rubber apron must be worn.♦The expectation is that every calf willbe fed an adequate amount of warm milktwice each day.♦Milk replacer mixingincludes the following tasks:•Gathering supplies and equipment4•Inspecting supplies and equipment•Measuring and record keeping•Mixing•Filling individual pails•Delivering milk to the calves

4.Describe each task in detail. Inthis section include the following:•Specific order in which activities are done•Timing sequences and times allowed•Materials or tools usedand how they are used•Safety or health considerations•References to other associated SOPsDefine terms and concepts when needed.Place health and safety warningsprominently in the SOP.Tip:People can’t remember more thanor steps, so they tend to havedifficulty with long SOPs. If your SOP goes beyond steps, either break it intological sub-task SOPs, or write a second shortened form of the SOP for use at thejob site listing only the main steps, not the detailed explanations of the steps.Use the highly detailed form of the SOPfor training and reference. Developingabbreviated versions of SOPs for use atthe work site make excellent reminderaids for employees and help ensure that important items are not missed.Example:From step three:♦Combine gathering and inspecting supplies and equipment. Write one SOPdealing with assembling and inspectinga toolbox or bucket containing allnecessary equipment.Tip:Developing toolboxes or buckets for such activities as sick calf first aid,vaccination, tagging, dehorning, extra teat removal, foot care, breeding etc. andSOPs dealing with how those toolboxes are stocked, inspected and stored can bea great organizational aid and time saver. The toolboxes should contain allnecessary tools, equipment and supplies as well as laminated SOP remindercards.♦Write a second SOP for mixing, measuring and record keeping.♦Write a third SOP for fillingmilk pails, delivery to calves and pickup from calvesafter feeding.

5.Get everyone on board.Successful SOP development and implementation typically requires that all peoplewho are affected by a SOP be involved in a team-based SOP development andproblem solving process. To achieve that:•Ask several experienced employees to beinvolved in drafting the initial SOP.•Have trained employees check the written procedures against actual practicesbefore implementation. Make revisions if necessary.

6•Talk with all employees to gain agreement that proceduresand expectationsare appropriate and achievable.•Inform everyone about the written SOP.•Train them on the SOPs’ contents and tell them where they can find it forfuture reference. Be aware that all your employees may not be able to readthe SOP.

7.Set up a system to monitor the SOP regularly.The minute you write and implement a SOP it is time to evaluate and update it. Evennew SOPs frequently need to be tweaked once or twice before they operate smoothly.Employees should report needed changes totheir supervisor any time they see anopportunity, problem, or concern. Anytime something changes on the farm, eachSOP within the areas affectedby the change should be reviewed for accuracy andappropriateness. You, your experiencedemployees, your veterinarian, and otherconsultants should review each SOP annually.Take a team approach to modifyingSOPs by including outside expertise along with employees and managers.Presenting the SOPDifferent SOP formats include:Simple steps or a checklist.These are easy to write and follow and work well for short,simple, straightforward tasks.Hierarchical steps.An extension of the simple steps format, this format works better fortasks that require additional detail or sub-steps within each primary step.Linear flow chart.Think of this as a graphic version of the two previous formats. Itworks well for tasks where activities must bedone in a specific order and where an easy-to-follow reminder at the job site is useful.Annotated pictures.This format works well for people who cannot read or where alanguage barrier exists. Since pictures candramatically reducethe need for writtenexplanations, this format helps to shorten complex and detailed SOPs. For someemployees, SOP pictures can make excellent work site reminders. For example a photoillustrating how a work site should be set up or arranged, or the proper locations ofshields, levers, switches and handles on a piece of equipment.Branching flowchart.This format makes complex SOPs, especially those with anumber of decisions that affectsubsequent steps, easier to follow. Boxes within the flowchart can also be expanded to include checklists or sub steps.The best SOP format is one that, given thesituation, does the bestjob of accuratelytransmitting the necessary information and facilitating consistent implementation of theSOP. The primary considerations forchoosing the best SOP formats are:•The SOP.Consider the SOPs’ scope and complexity,the number of steps involved, the amountof detail necessary within each step, andhow many decisions, if any, must be madethat will influence subsequent steps.6•The people who will use the SOP.How do they learn? If they are visual learners, perhaps a series of pictures or a flowchart will work best. If theyare auditory learners, then a cassette tape of instructionsmay be more useful.To get an idea of who learns best by seeing things and by hearing them, listen to thewords they use. Someone who is visual might make comments like, “That looksgood to me” or “I see what you mean.” An auditory person might say, “I hear whatyou’re saying.” or “Sounds good to me.”Physical limitations, such as poor eyesight,may necessitate large clear print or bigbright pictures and plenty of light. Ifan employee’s hearing is poor, the person maynot be able to hear instructions, especially if there is competing background noise.Does an employee have a learning disability that interferes with his or her ability tocomprehend and process information andinstructions? Does the person havedifficulty remembering instructions or details from one time to the next? ConvertingSOPs to brief reminder cards or pictures may be helpful. What are employee levelsof English literacy? Can they read and understand it? Can they read and understandanother language if the information were translated?•How the SOP will be used.The purpose of a SOP is to give detailed directions so that any individual can do a jobcorrectly, on time, every time. At the same time, any one SOP may have a number ofdifferent uses. Depending on the intended use at the time, the SOP may be written orpresented differently to be more effective.A SOP that is part of a reference manualmay contain large amounts of explanatory detail and even supporting backgroundinformation so employees understand thebiology and importance behind certain SOPsteps.When using the same SOP in basic training,less detail may be desirable. The amountof detail should be tailored to the level ofthe training. For example, new traineesmight be overwhelmed by large amounts of detail, so give them only the details theyneed to get the job done correctly.For in-depth follow-up training or retraining, you may want the SOP to contain moredetail and background information explaining why certain things are done or thebiology behind certain practices.The same SOP used as an on-the-job reminder should be a bare bones overview thatis readily accessible at the work site, easyto see, and quick to review and understand.SummaryTo maximize the benefits derived fromyour investment in SOP development:•Think first about the ways you intend to use the SOP after it isdeveloped: Employeeorientation and training, refresher training, advanced training, work site reminders,cross training, performance appraisal, employee safety and accident prevention, foodsafety and bio-security, process improvement, quality control, environmentalprotection, or job description development.

8•Then decide who should be involved in its development.•How can you best accomplish the development? .•Select a format, or formats, for the final product based on the SOP, the people whowill be using it, and the uses to which they, or you, will put the SOP.

mass production mass production mass production