Establish a Standard Operating Procedure, also known as POP, is one of the most strategic ways to ensure the quality and efficiency of a production scale. 

However, despite its importance for the daily operations of a business, many companies still do not implement this protocol in the best way, creating gaps for team misalignment and potential rework. 

In this article, we'll look at how to create a Standard Operating Procedure in the most strategic way for your business, how to keep it updated, and what the main mistakes to avoid are. 

What is the purpose of SOPs within companies? 

The objective of the SOP within companies is singular: establish process standardization and consequently, reduce errors and variabilities in an operation. 

Standardizing an operation is the quickest way to increase a team's productivity and a product's predictability. For example, by establishing a Standard Operating Procedure (SOP), the company sets the quality for that production, making it easier to reproduce. 

It also reduces execution errors and allows the service or product to have proven quality. For Shigeo Shingo, one of the leading names in quality in Lean, processes should be designed so that errors are prevented, not just corrected.  

Furthermore, the Standard Operating Procedure allows for knowledge transfer Between one collaborator and another, what reduces training costs for new hires and reduces reliance on a key person?. 

With this, it's worth noting that POP is not just a standard documentation that must be followed, but a consistent execution mechanism that allows for an even more agile daily routine. 

How to create a Standard Operating Procedure (SOP) in practice 

Standard Operating Procedure is nothing more than a Document detailing the step-by-step process of an operation, therefore, it must be shaped according to the needs of the company and the role for which it is established. 

Can you create a SOP for a product, for example, where the necessary steps are established for raw material to transform into the product itself? Or, can it establish the standard for a specific task?. 

Let's see how a Standard Operating Procedure can be done in practice: 

• Observe what's already happening: In practice, the person already performing that function details the entire work process as it's done today, from how it begins to how everything is recorded.; 

• Structure the flow: With all the improvement points in mind, the next step is to document the entire flow that should be followed, but pay attention, this is not the SOP yet, just the reasoning; 

• Define the elements: Here it is necessary to understand a few points, and they are: 
  • What is the objective of the procedure?; 
  • Who participates in the entire process?; 
  • When should this procedure be followed?; 
  • What is the expected outcome for this procedure?. 

• Write the step-by-step: Now it's time to put the whole process down on paper, so that the collaborators can understand the structure and execute it without any doubt.; 

• Validate with the executor: Finally, with the structure made, it is necessary to validate it with the people who will execute this document, and if everything is in order, just publish it and start using it as a quality metric for the work. 

How to create an effective SOP 

A well-crafted POP is not an execution step-by-step, as it needs to be, in fact, executable. Therefore, important processes cannot be ignored. 

As Taiichi Ohno, creator of the Toyota Production System, already highlighted, “without standards, there can be no improvement.”. 

If management does not conduct the activity survey by interviewing and to truly understand what is done In day-to-day operations, she cannot identify bottlenecks and improvements for that process, which can compromise the team's productivity in the long run. 

But more importantly, she can't tell if that employee will actually be able to perform that SOP, or if they'll need specific training or even equipment upgrades, for example. 

When creating, always keep in mind: 

• Actio’s process mapping of the activities; 

• The identification of inputs and outputs, as well as those responsible; 

• The level of detail, which cannot be generic or excessive; 

• Use of clear and objective language. 

How to write a Standard Operating Procedure 

Although the document is, in a way, personalized to the needs of each company, it usually addresses a clear structure, with: 

• Title; 

• Objective; 

• Scope; 

• Responsible parties; 

• Step by step; 

• Indicators. 

The The language should be clear and unambiguous, as not only that collaborator must understand, but also potential collaborators who may replace that person and new hires. 

To make it easier to read, the use of numbering and bullets is welcome. Prioritize actionable writing over formality. 

Also read: Process flowchart: how to use it to strengthen governance 

How to correctly reference a POP 

Generally, companies have different Standard Operating Procedures, one for each product or function that requires standardization, so it is extremely important to reference them correctly when storing them. 

• Avoid generic names, like “POP-001;"; 

• Always review the document, keeping the date updated; 

• Establish the area and related process, either in folders or directly in the document title; 

• Manage the storage. 

If nobody can find this document, the SOP is useless. 

How to update a Standard Operating Procedure 

Whenever there is a process change, identification of failures, or technological evolution that can improve that work, Is it worth updating the procedure, doing the same previous process, but focused on these improvements. 

It is interesting to establish a review deadline for the SOPs, whether annually or semi-annually, depending on the sector in which the company operates. For example, technology companies, which constantly face changes in the sector, may have a tighter update schedule. 

It's worth remembering that the Standard Operating Procedure (SOP) is not static; it changes with the operation. To that end, it's beneficial to listen to feedback from those who are putting it into practice daily. 

Practical examples of applying SOPs in companies 

In practice, all departments can benefit from a Standard Operating Procedure, whether it's finance, operations, or marketing, as long as it reflects the needs of that area. 

For example, within factory operations, the SOP serves as a document that standardizes the process of the creation of that product, from the storage of raw materials to labeling. 

In a marketing department, POP can help standardize social media posting processes, for example, from content creation to metrics analysis. 

Although the Standard Operating Procedure is widely used in daily life, it is important to remember that its foundation lies in consolidated methodologies such as ISO 9001, Lean, and Six Sigma, all of which are oriented towards the standardization, control, and continuous improvement of operations. 

However, it is important to understand the needs of each sector before establishing a standardization process. 

Common mistakes when implementing a POP (and how to avoid them) 

The most common POP error is: create and don't use. This way, all the problems analyzed during the creation of the standardization continue to occur, bringing incalculable losses to the company in the long run. 

In the Business Process Management (BPM) approach,BPM), it's not enough to execute; it's necessary to define, document, and continuously evolve processes. The SOP, in this context, emerges as the practical translation of execution at the operational level. 

Furthermore, there are other issues that not only can affect the adherence to this document but also contribute to mismanagement, some of which are: 

• Excessive complexity if the document has more steps than necessary, the employee may not be able to implement it in their daily work; 

• Lack of update: Sometimes a new technology appears that can improve the entire process, but the SOP remains outdated and employees don't use what could make their work easier.; 

• Lack of training if new steps need to be followed during the creation of the SOP, employees may require training; otherwise, the document will not be used.; 

• Disconnection with indicators Once the POP comes to standardize and structure processes, without looking at the indicators, you won't know exactly what can be improved to increase the quality of that product or area. 

To avoid this type of error and facilitate adherence to the Standard Operating Procedure, many companies invest in solutions that already offer space for this document. 

How to connect POP to the company's strategic management 

Standard Operating Procedure is the foundation of good strategic execution, as it allows for standardization and improvement of the quality of daily work, however, even though it is a document of extreme importance, it is commonly neglected by many managers. 

With this, we lose the chance to visualize the processes, knowing where to cut and where to improve within the operation, a more structured and standardized execution is lost, and with it, organizational alignment. 

It's worth mentioning that POP has a direct link to different KPIs, such as the error rate and the cycle time of each task. 

In addition, a good Standard Operating Procedure allows for greater integration with management tools and consequently, there is greater organizational scalability. 

Some examples would be the Actio solutions. Where it's possible to align your strategies with your company's Standard Operating Procedures (SOPs), ensuring that the entire process is being followed and updated according to daily operations. 

This means it's possible to have a better overview of the project, define the teams responsible for each part of the strategy, and get a better grasp of the activities all in one place.