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April 21, 2005 Standard Operating Procedures Take Variation Out of Dairy Production Establishing standard operating procedures will improve dairy production, a North Dakota State University dairy expert says. “In production, as well as in science, not only the average but also the variation tells the story,” says J.W. Schroeder, an NDSU Extension Service dairy specialist. “Confidence in research results is highly influenced by the variation in the data. The same holds true in dairy production. Wide swings in size among a group of calves, milk quality or daily milk production can indicate management inconsistencies within a dairy.” Standard operating procedures (SOPs) describe the steps that people should use to complete a process. They ensure that everyone in an organization completes any given project in a similar manner. On a dairy farm, prepping and attaching milking units to cows, dry treating a cow, or setting up and washing the milking system are all processes that can benefit from standard operating procedures, Schroeder says. Since some variation is normal, how can it have such an impact on performance? W. Edwards Deming, an American statistician and quality-control expert, used statistics to examine flaws in industrial production processes. He believed that improving product quality depends on increased management-labor cooperation. He determined that "common cause" variation is the result of imperceptible changes that occur in the everyday operation of a business, such as fluctuation in daily dry matter intake by only a pound or two. In contrast, variation that has a definite cause, known as "special cause" variation, is the result of something that can be identified and controlled, such as human performance. Most people think of a standard operating procedure as a piece of paper that contains step-by-step directions on how to complete a job. Schroeder says that while this image is correct, in part, producers need to think in terms of a standardized process to get the full benefit of managing with SOPs. The SOP process includes planning for results, development, implementation, monitoring and performance feedback, all of which are proven elements of effective human resource management. A good SOP process is about engaging the creative talents of managers, workers and advisers in a cooperative way. When this is done well, the result is an outstanding procedure to which everyone feels committed, according to total quality management professionals. Successful managers say that attempting to create SOPs at the management or adviser level and then simply imposing them on workers is an exercise in futility. “Imposing SOPs on others without their input can lead to resentment, rejection of the SOP and countless small acts of sabotage that defeat the purpose,” Schroeder says. He contends the right way to design SOPs is through participation. That means encouraging everyone who will be affected by the SOP to contribute to its development. Leading this process takes time and practice, but it’s worth the effort because teams of people almost always outperform individuals. Leadership for SOP development needs to come from the manager of the process to be standardized. The manager may work closely with an outside adviser with technical expertise, such as a veterinarian or nutrition consultant. Often, this team leadership approach is effective because the two can complement each other's strengths and weaknesses. SOPs need to be reviewed and refined periodically. Standardizing procedures is not just about doing something one way. It’s about defining and teaching the best way to accomplish the goals to meet the mission of the business. “No quick fix is possible to remove variation introduced when different people complete a process,” Schroeder says. “However, a thorough standard operating procedure program can remove much of the variation by bringing workers, advisers and management together to design the best possible procedures.” ### Source:
J.W. Schroeder, (701) 231-7663, jschroed@ndsuext.nodak.edu |
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