[ In the next several pots, I will introduce a topic covered in my upcoming book, Beyond the Writing of Operating Procedures. Most of the sections of the book (see this post) will be referenced in these posts. Remember I am looking for folks to review the book as it comes together. This will be the only opportunity to receive the book for free (!). ]
In Writing Operating Procedures, section 11, I discuss the concept of “procedure as contract.” I said the following:
The Operating Procedure, first and foremost, serves as a sort of contract between the organization, the Floor Trainer and the new employee. The procedure contains everything the new employee needs to learn about the Task, and it tells the Floor Trainer everything that must be taught. Between the organization and the new employee, it means if the employee does everything according to procedure and something goes wrong, the employee will be held harmless.
The implication of the “procedure contract” must be understood by anyone in the organization charged with approving procedures. Consequently, the organization needs to take a step back and give thought to how their approval process will be structured. Often, the approval process will involve department heads (particularly the subject department, quality, safety, etc.) . That is to be expected, and ideally department heads would be suited for procedure approval.
So what does “being suited for procedure approval” mean? It means that the person signing the procedure can ensure that the information the organization will insist its employees follow will:
- Not injure or kill them
- Yield the right result every time the information is followed
- Provide a standard by which a task can be taught and capability can be measured
As much as the procedure developer (individual writer, team, whoever) should be delivering the best possible description of the task, the procedure reviewers/approvers must serve as essential “gate keepers.” They are taking the responsibility for the procedure information upon themselves. For them to carry out the responsibility, they need to be understand the tasks (i.e., understand what they are reading).
Consequently, the organization’s policy over procedure approval should ensure that approvers know what they are approving, not merely have an impressive title.