Working Procedures are the every-day, real-time baseline for your brand new super-efficient business. Maintaining your Working Procedures current leads to you being able to easily adjust to changing circumstances, fresh markets, advanced tech, fast development, sudden shocks. etc.
But at the same level of importance, Working Procedures offer you rock-solid balance that's probably missing somewhere else in your company: you as well as your employees know precisely what’s happening. Everyone of you knows what’s expected and are precisely aware what things to do…and your procedure is super-effective and extremely profitable…
Key thought number 1: Build a formal “bottom-up” corporate assumption whereby frontline employees are encouraged, and expected, to give suggestions up to managers. And managers carry out the same with their managers, and so forth, all the way to the top of the administration chain. In every case, overview of a suggestion should occur instantly. A quick bottom-up strategy is the essential part to both hyper-effectiveness and personnel buy-in, and yes, it’s unlike the traditional pass-down corporate/governmental way of thought.
Key thought number 2 for developing, creating, and executing recurring procedures is using the best possible solution each and every time the process itself happens. At Centratel, we collectively choose what is most effective in nearly all conditions; we cast the process in concrete in the form of writing; after that we apply it precisely as documented each and every time. Regardless of who applies the process, the same top solution will be applied every time, and for that reason best outcomes will happen almost always. It’s a game of numbers and the rival is randomness. To make a consistently outstanding main system, inner subsystems have to perform in an outstanding way. In real life, will an Operating Procedure lead to a perfect outcome in all situations? By all means no, but outcomes will be magnificent the majority of the time, and that’ll be way above good enough to guarantee the main system is functioning with tremendous overall capability.
Key consideration number 3 is that procedure documentation isn't limited by just the apparent problem protocols. It pertains to all inner systems. Documenting a seemingly impeccable system will often show little defects. If a subsystem is already known to be 90% efficient, but it could be upgraded to a point of 98% efficiency, that’s a great thing of course. It’s going to take a moment to make every system right into a Working Procedure, however the upgrade in performance because of these numerous efforts will accumulate geometrically. What could possibly be better for a main system than to invest your time incrementally enhancing its subsystems?
Key consideration number 4 is to build your Operating Procedure documents for anybody “off-the-street.” This implies that a person who isn’t even employed in your company could immediately complete the process. Nowadays, little goes incorrect at Centratel or in any of my additional businesses, and whatever does is corrected instantly. As fire killing is decreased and increasingly more procedures are delegated and automated, supplementary free time is born. That is the primary reason our managers rarely work a lot more than forty hours weekly and just why my workweek, as a business owner and captain, is never a lot more than two hours.
In a company, Working Procedures set the common and the exceptional apart. Their presence divides the tiny chaotic “entrepreneurial” business without a bottom line, from the calmly-developing and highly lucrative one.
Here and now, will you roll-up your sleeves to start the short-lasting rough effort of building your Working Procedures?