Rollout order
- First: A mobile app with offline sync.
- Sensitive to: Reaches every crew member (counted one and a half times).
SOP Intelligence
Put the procedure where the work happens
A procedure in a folder nobody opens does not change how work is done.
Demonstration: Aldercroft Facilities Services (fictional) · Facilities management. Fictional data and a scripted answer.
The situation
- Organisation
- Aldercroft Facilities Services (fictional)
- Who is asking
- Operations director
- Industry
- Facilities management
- What happened
- Approved procedures exist, but cleaners and engineers on 40 sites rarely open them, and budget allows one new channel this quarter.
The question asked
Which way of putting procedures where the work happens should we do first?
What it reads, and who can see the result
- Usage and device survey exportWhat devices crews carry and how they reach procedures today.
- Channel options documentThe candidates and their costs.
- Reads
- Aggregated usage and device figures by site.
- Does not read
- Individuals' device data or locations.
- Permission
- Operations access to the survey summary.
- Who sees it
- The operations director and site managers.
Try it
Change how much each criterion matters. The ranking is recomputed, and the page tells you whether the leader would survive a different judgement.
- 1A mobile app with offline syncBest experience; longest to build.Reaches every crew member: 4Quick to get at the work: 4Works with no signal: 5Low cost to roll out: 23.86
- 2Printed binders at each siteWorks anywhere; goes stale.Reaches every crew member: 5Quick to get at the work: 2Works with no signal: 5Low cost to roll out: 33.82
- 3QR labels on equipment, opening on the crew's own phonesCheap; needs signal.Reaches every crew member: 4Quick to get at the work: 5Works with no signal: 1Low cost to roll out: 53.77
- 4Company tablets in each vanReliable; costs devices.Reaches every crew member: 3Quick to get at the work: 3Works with no signal: 5Low cost to roll out: 13.09
- 5A weekly digest by emailEasy; nobody opens it at the job.Reaches every crew member: 3Quick to get at the work: 1Works with no signal: 2Low cost to roll out: 52.59
The leader would change if Reaches every crew member (counted one and a half times). Treat the order as sensitive to that judgement.
Leader's margin over the next option: 0.05. The leader can change under another weighting.
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
On these weights the first channel to roll out is: A mobile app with offline sync (score 3.86).
Each channel is scored for what crews told us they need, from the survey and the cost estimates [S1][S2]. The leader is could change under the weightings tested; it would change if Reaches every crew member (counted one and a half times).
The signal question matters: sites with poor coverage change the answer, which is why 'works with no signal' deserves its own weight rather than being assumed.
Relies on: S1 · Crew device and usage surveyS2 · Channel cost estimates
Review and approval
The operations director decides. Approving sets the order in which channels are rolled out. It does not buy anything or change any procedure.
Ready for the reviewer.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- Scores are judgements from a survey, not measurements.
- A channel is only useful if the procedure behind it is current.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
More in SOP Intelligence
- Capture how work is really doneThe most valuable knowledge in an organisation sits in the heads of a few people, in old recordings, in scattered documents.
- Create a procedure from the sourceWriting a clear, complete procedure from scratch is slow, and the written version often differs from what people actually do.
- Review and approve, as peopleA procedure that nobody accountable has approved is a liability, however well it reads.
- Publish a versioned, official releasePeople work from whichever copy they happen to find, and nobody can say which version was in force on a given day.
- Work in the language people think inA procedure that is only in one language is not read by everyone who needs it, and a careless translation can change its meaning.
- Ask questions of the approved proceduresPeople ask colleagues instead of reading, because finding the answer in a procedure is slow, and the colleague may be wrong.
The SOP Intelligence story · This capability in the full register