Procedures are enormously important if you want to
- scale the size of your business
- reduce mistakes and fires
- find operational leverage points
- outsource work
- reduce training time
- and create a streamlined operation.
But what should they contain?
1. Name
Every Procedure should have a name. Since these will be stored and referenced, I like to use the name of the task someone would be asked to do.
"Can you send invoices" -> Send Invoices
"Please ship this UPS" -> Ship UPS
This makes it searchable by those who are new.
2. Date Written
You should keep a date written and date updated on the procedure at all times.
This helps people know how current it is.
It gives you a way to identify and update (ex. all procedures over 12 months old need to be reviewed for accuracy).
Process improvement means
- it costs less to run your operation
- there are few mistakes
- it takes less time to run your business each day
- you can take on more customers without investing in more resources
For the business owner this means:
- more cash
- less stress and fires
- less time in the business
So how do you do it?
While there are countless complex and innovative ways to carry out process improvement, many small business owners can start to see significant improvement with just a little work.
4 things you MUST get right to really scale a business.
There are more, these 4 are extremely important.
1 People
You need to get the right people, working on the right things, with the right tools, incentivized in the right way.
2. Strategy
You must have the correct strategy, one that you can execute and which utilizes your strengths and capabilities while protecting your weakness. You have to develop and play a strategy that is unique to you.
Sounds like you want to go through a 3
Part step to get ready for the next steps.
Process is not only systems and standards, but about reducing risk and isssues. In other words, you don’t want it feeling like it’s duct taped together and might fall apart in 🚀
@StrongpointRich@jasoncoxnc@girdley@WilsonCompanies 1. Is called process mapping. This writing down what you do now, who does it, how they do it, how long it takes, and what needs to be o be done first (dependencies).
This is a pain because no progress is made, but you have to start somewhere.
Based on dependencies, possible parallel work, cost structures and capabilities, and a few you other things, you combine steps, eliminate, outsource, and re order them.
“What’s the best way to do this with 100x more volume, without making a mistake?”