Procedure Re-engineering emphasizes a holistic perspective on multiple program objectives encouraging complete re-construction of the set of processes rather than optimization of individual portions and procedures. This strategy also restructures an organization’s operational and administrative documents by focusing on a full grounds-up approach of current business processes. This four-step process is applied to the entire Procedure Set.

1. Equipment Documentation

Provides a systematic methodology for identifying stakeholders and gathering supporting materials for the creation of procedures. The GUIDE Methodology provides repeatable and measurable approaches to development of a Procedure Program Portfolio for Operations Organization which supports common objectives and communicates those as Descriptions. By gathering consensus from applicable and relevant stakeholders at the beginning of the process, accountability is set early through collaborative and supported conversation.

2. Systems Alignment

This phase builds and assesses information providing the foundation for design documents. By assessing and prioritizing the functions of the activity, as well as the familiarity the personnel has with its performance, a type of target document is determined. Instructions and procedures are grouped by program and authority, as defined in the numbering and naming standards.

3. Procedure Design

This phase builds the design content for the documents from vendor and PGE descriptions of Equipment and Operations. Utilizing the guidance and templates provided by the program, individual procedures may be created.

4. Procedure Assessment

Procedure Assessments are performed on the current finished procedures, documentation, records, and performance efficacy of the practitioners who utilize the program and implement procedures at a plant level. This assessment relates to the program philosophy, values, and principles; essential functions; and core activities specified in the practice profiles. The Procedure Assessment correlates actions with intended outcomes, creating a measurable metric. This can be done repeatedly in an ad hoc manner or as part of a routine revision cycle according to the Procedure Quality Assurance Plan.

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