FBS provides business consulting services to help clients improve performance and growth. Their vision is to be an inspired focus solutions provider for manufacturing and service organizations globally. Their mission is to provide guidance and expertise to solve management issues and create value. Typical activities include research, data analysis, identifying issues, presenting recommendations, and implementing solutions. The contact is Ranjith Raddalgoda located in Bangladesh and Sri Lanka.

1. Introduction to ..
Art of SOP Writing
And it’s relevance to
Performance Management System
09th March 2015
Facilitator:- Ranjith Raddalgoda (MBA-SriJ-- Sri Lanka)

2. Agenda
1. What is a Standard Operating Procedure (SOP) ?
2. Benefit of writing SOP to a department
3. SOP writing itself has a SOP- 10x thumb rules of writing SOP
4. What is performance management system?

3. 1. What is a Standard Operating Procedure (SOP)?
Standard operating procedure (SOP) is the
documented process that a company has in
place to ensure services and/or products are
delivered consistently every time.
Key Points:
1. It’s a documented process
2. It ensure Service/ Product delivered
constantly to a standard

4. 2. Benefit of writing SOPs to a department
The existence of documented standard operating procedures can
increase the value of a company. It shows a buyer that the company is "process
driven", rather than “people driven".
When a company has well documented SOPs, it will help to increase productivity and
there by profitability of an organization.
1. Clear on how department link with organization mission and vision
2. To understand the process flow with a clear guideline
3. Can define departmental Key Operation Indicators (KOIs) scientifically
4. Easy to define SMARTs individual Goals and Tasks
5. Cycle time definition, management and improvement
6. Create scientific way to define CI (Continuous Improvement) projects
7. Crete meaningful information background for departmental progress meetings
8. Create a firm platform to conduct process audits
9. Easy to train new recruits
10. Departmental processes can aligned with other departmental processes

5. 3. SOP writing itself has a SOP- 10 x thumb rules
of writing SOP
Day - 1
1. Develop vision for the department which aligns with organizational mission and with
organizational vision. (What?)
2. Develop departmental mission. (How?)
Day- 2
3. Creating a tree diagram and breakdown main processes to sub processes
4. Define scope for segregated each processes (define play ground and players–
internal external customers and suppliers)
Day- 3
5. Prepare process mapping guide line
6. Draw the process flow
Day- 4
7. Explain process steps explicitly in Standard SOP format
Day- 5
8. Define (PLT) Process Lead Times and (DCT) Dynamic Cycle Times each process step
9. Define process measurements for each process (KOIs and KPIs)
Day --6
10. PDCA- Weekly progress monitoring on KOIs and KPIs and CTs and defining
Continuous Improvement projects

7. Effective leaders create a compelling vision
and translate it into reality.
• Values define our behaviors – what are your values?
• Mission is our passion of achieving vision– what is your mission?
• Vision reflects what are we as a team - what is your vision?
Your Mission is your key to
achieve your Vision a Reality

8. 4. What is Vision?
A vision is a picture of future success.
A vision forms when we think far
enough ahead to realize there will be
important challenges that we can
prepare for now.
Why company exist for?
Your vision should be
your dream!
“Nothing happens unless first a dream.”

9. A Vision….
 engages the heart and
the spirit.
 leads toward a
worthwhile goal.
 gives meaning to an
effort.
 is simple.
 is attainable.
 can change over time.
Effective leaders have the capability
to create a compelling vision, but they
must also be able to translate that
vision into reality.

10. 5. What is Mission
A mission communicates an organization’s
long-term objectives
Further; mission reflects core values of
an organization
A Mission Statement …
 Defines directions for change and
growth
 Aligns people with a purpose; it fosters
commitment and unity
 Acts as an evaluation tool to help
measure activities and programs
 Serves as a communication tool for an
organization

11. Mission Statement - Examples
• “To establish Starbucks
as the premier purveyor
of the finest coffee in the
world while maintaining
our uncompromising
principles as we grow” –
Starbucks Coffee
• “To solve unsolved
problems innovatively” –
3M
• “To offer all the fine
customers in our
territories all of their
household needs in a
manner in which they
continue to think of us
fondly” – Wal-Mart

12. 6. What are Values?
“Acting in accordance with
our beliefs and values is one
of the greatest challenges
each of us faces every day.
It’s true for individuals in all
aspects of life … and equally
true for organizations of
every kind and size.”

13. Personal Values
- Communication
- Being organized
- Living healthy life
- Caring for others
- Honesty
- Loyalty
- Integrity
- Enthusiasm
- Openness to others
Personal Values can be visible through

14. Connection between
Values, Mission, and Vision
• Vision – A picture of success ,
purpose of existence
• Mission – reflects values and
the overall, long-term
objective to achieve Vision
• Values – Core beliefs or
desires that guide or motivate
our attitudes and actions.

15. Vision: why we exist
(WHAT)
Mission: how we do it
(HOW)
Values: What do we have
to do it
(HAVE)

16. Well known
example of Vision,
Mission.

17. People: Be a great place to work
where people are inspired to be the
best they can be.
Portfolio: Bring to the world a
portfolio of quality beverage brands
that anticipate and satisfy people's
desires and needs.
Partners: Nurture a winning network
of customers and suppliers, together
we create mutual, enduring value.
Planet: Be a responsible citizen that
makes a difference by helping build
and support sustainable communities.
Profit: Maximize long-term return to
shareowners while being mindful of
our overall responsibilities.
Productivity: Be a highly effective,
lean and fast-moving organization.

18. Our Winning Culture
Our Winning Culture defines the attitudes and behaviors that will be required
of us to make our 2020 Vision a reality.
Focus on the Market
Focus on needs of our consumers, customers and franchise partners
Get out into the market and listen, observe and learn
Possess a world view
Focus on execution in the marketplace every day
Be insatiably curious
Work Smart
Act with urgency
Remain responsive to change
Have the courage to change course when needed
Remain constructively discontent
Work efficiently
Act Like Owners
Be accountable for our actions and inactions
Steward system assets and focus on building value
Reward our people for taking risks and finding better ways to solve problems
Learn from our outcomes -- what worked and what didn’t
Be the Brand
Inspire creativity, passion, optimism and fun

19. 3. SOP writing itself has a SOP- 10 x thumb rules
of writing SOP
Day - 1
1. Develop vision for the department which aligns with organizational mission and with
organizational vision. (What?)
2. Develop departmental mission. (How?)
Day- 2
3. Creating a tree diagram and breakdown main processes to sub processes
4. Define scope for segregated each processes (define play ground and players–
internal external customers and suppliers)
Day- 3
5. Prepare process mapping guide line
6. Draw the process flow
Day- 4
7. Explain process steps explicitly in Standard SOP format
Day- 5
8. Define (PLT) Process Lead Times and (DCT) Dynamic Cycle Times each process step
9. Define process measurements for each process (KOIs and KPIs)
Day --6
10. PDCA- Weekly progress monitoring on KOIs and KPIs and CTs and defining
Continuous Improvement projects

20. What is a
performance
management system
(PMS)?

21. 4. What is performance management
system (PMS)?
Performance management system is a tool crated
to plan, monitor, improve and reward performances. It
serves four purposes in an organization.
1. it acts as a light house for the employee, with respect
to set goals which each individual should perform in
terms to achieve company mission and vision.
2. it acts as a performance assessment system to
understand the capabilities and performances of each
individual to the time period which goals were set.
3. it act as a feedback system to understand each
individual’s strength areas and need to improve areas
thereby to have a perfect people development process.
4. It create the base for unbiased reward & recognition
process.

22. Model of the Performance Management System
Organizational Vision and
Mission
Business Strategy
Business goals & measures :
KFI’s, KOIs
Departmental/ Functional
KFIs, KOIs
Team KRAs
Individual KRAs
Objectives/
Activities
Performance
Measures,

23. Hoshin Kanri Model – as the goal cascading down tool
The “hoshin kanri”
model very effectively
defines who needs to
do what, by when and
how will the objectives
get achieved.
The model is ideal for
linking business
objectives with
individual objectives in
a very effective
manner.
HOSHIN
KANRI
WHAT?
WHO?
WHEN?
HOW?

24. Japanese:
方針管理 (hōshin kanri);
composed of
方針
(hōshin)="plan"/"policy“
管理
(kanri)="management".
Hoshin Kanri Planning Meaning….
The image most often find in U.S. literature on Hoshin
Planning (also commonly known as Hoshin Kanri, and Policy
Deployment).
Hoshin Kanry is that of a ship’s compass distributed to
many ships, properly calibrated such that all ships through
independent action arrive at the same destination,
individually or as a group, as the requirements of the
“voyage” may require.
Hoshin Planning is more than a compass for steering the
direction of your business processes. It is the strategic
means of control that allows your organization to make
quick turns, changes, and adjustments before you become
trapped in a crisis. Success in a highly competitive world
requires more than focus and direction. You must have
innovation. Hoshin Planning is the means for keeping the
actions and innovations of your people aligned with your
organization’s strategic intent.

25. Hoshin Kanri goal planning process using PDCA
Vision/ Mission/ Corporate Objectives
Sector Objectives Sector Goals
Departmental
Objectives
Departmental
Goals
Team Objectives Team Goals
Specific Activity
What to be done ?
How to be done ?
Weekly and monthly
reviews to monitor
progress and implement
counter measures if
required
This symbol represents Deming’s Plan-Do- Check-Act Process

26. Goals should not be conflicting each other

27. what
we
need
is…
what
we
need
is…

28. Profile

29. Our Vision
“To be the inspired focus business management solution
provider for local and global manufacturing and service
organizations”

30. Our Mission
Provide guidance ,directions and expert knowledge to
solve management issues, in order to create value,
maximize growth and improve the business performance
of it’s clients..

31. Our Approach?
“Focus Business Solutions” uses it’s professional skills to provide
objective advice, expertise and specialist skills which the organization
may be lacking.
FBS primarily analyze concerns with the strategy, structure, culture and
operations of an organization.
FBS identifies options for the organization and suggest
recommendations for change, as well as helping with additional
resources to implement solutions.
FBS operate across a wide variety of services such as business
strategy, financial and management controls, human resources,
information technology, manufacturing operations and supply-chain
management.
FBS offer end-to-end solutions to smaller or niche firms that required
special expertise, skills and industry knowledge.

32. Typical work activities of “Focus Business Solutions”
Day-to-day activities of FBS are often complex and varied. Projects
can vary in length depending on the type of consultancy, organization,
industry and the demands of the client. FBS can involve an individual
or an extended team based in one location or across various sites
including overseas.

33. Typical tasks of “Focus Business Solutions”
• carrying out research and data collection to understand the organization culture
• conducting scientific data analysis in order to identify real problematic areas of
the client’s organization
• interviewing client's and its employees, management teams and other
stakeholders
• running focus group discussions and facilitating workshops
• identifying issues and forming hypotheses and solutions
• presenting findings and recommendations to clients
• implementing recommendations/solutions and ensure client receives the
necessary assistance to carry it all out
• managing short term and critical barrier removal programs at client requests
• liaising with the client to keep them informed of progress and to make relevant

34. Present Contact:-
Ranjith Raddalgoda
+8801730304934/ +94773243649
Bangladesh / Sri Lanka
Email:- ranjithraddalgoda@yahoo.com