Quality management consultants

Every Company Needs the Protection of a Policy & Procedures Manual

A comprehensive policy and procedures manual clarifies employee expectations about your business policies and communicates corporate standards of action and behaviour. The manual can also protect your company from possible legal action and exposure to employee fraud.
Every business needs a document that clearly details your rules, your regulations and how things should be done. This is especially true of one-owner businesses where the owner can be on vacation or ill and someone else has to fill in for the duration.
To help you get started on a policy and procedures manual for your business, here are a few topics that should be included. By no means is this a complete list but if you can work through these you’ll have gained experience and made a good start.
Position descriptions – outline the role of each employee and what they are there to do. This must include a statement of their levels of responsibility and their authorities for decision-making and expenditures.
Personnel policies – give details of your policies on employment, working hours, remuneration, vacations, sick leave, and retirement. Cover areas like entitlement to bonuses or salary increases so that employees know exactly what they have to do and aren’t in doubt about their working conditions.
Organization chart – this should show at a glance who reports to whom and where they fit into the overall structure of the company. For the purposes of this chart the position is the key identifier. Each box should be labeled predominantly by position with the incumbent’s name below it in smaller type.
Credit policy – what are your credit terms? How long do you wait for payment? What are your requirements for opening a new account? How do you chase debtors whose account exceed your terms?
Purchasing policies – Who in your company has the authority to spend its money for business purposes? What are their expenditure limits? This section must also state what paperwork is required for making a purchase, how many competitive prices should be obtained, and what records must be kept for all transactions.
Misconduct – How can you discipline an employee unless you’ve already made it clear what your expectations are for their behaviour? You can’t! There’s a legal minefield awaiting the employer who hasn’t made the company’s policy clear to all its employees. This policy must address issues of honesty (theft), issues of performance (persistent lateness), and sexual misconduct.
Occupational Health & Safety – It’s best to relate this section to the appropriate state and federal legislation that applies to your business. Employees need to be given clear guidelines as to what constitutes safe behaviour on the job, from where safety equipment must be used to lifting procedures related to their work.
Internet and emails – An increasing amount of time at work is being spent visiting websites and sending and receiving emails. When it’s all for business, fine, but if the websites or emails are inappropriate it can be very costly. Having firm policies in place helps prevent problems.
Stationery & forms guide – Every business has its own ‘look’, including styles for letters and other pieces of correspondence. These are part of company procedures and need to be summarized in the manual so that all team members have a reference source to follow.
There are many other subjects your manual should cover. Start with the most basic areas outlined above and add others that you determine are needed. Be aware that changes will be needed to keep your manual up to date.
Most company policy and procedures manuals simply state what to do in certain circumstances, but more often than not they don’t state a reason for having a policy in the first place, nor for having the particular policy they have.
A typical policy might be: “All incoming correspondence will be acknowledged within three working days” but won’t say why acknowledgement is required nor why the three-day limit has been set.
If the reasons for policies are given as accompanying elements to the statements of policy it will provide valuable information and prevent misunderstandings if later on the policy is questioned or examined.
With regard to the above policy, the rationale could be stated as: “This will prevent urgent matters from being delayed while a letter is written and sent.” A policy review might note that the majority of external correspondence is now received via email and acknowledgement can be made as a simple reply to an email received.
Regardless of the size of your business, the policy and procedures manual is an essential management tool. It is an expression of the owner’s wishes as to how that business should be run, and a source of advice on how things should be done. It tells everybody where they fit into the overall structure and who they go to for decisions.
Whatever time it takes to prepare your company’s manual is worth it. It should be required reading of all employees, particularly new ones, and regularly reviewed to ensure it stays up to date.
Quality management consultants

Choose a Supplier the Way You’re Chosen

Choosing a supplier for the things you need to stay in business is an important process and one that should be approached methodically. If a supplier lets you down you may let your clients down and that can lead to really big problems.
The next time you have to find a source of goods or services for your business here are some questions you should ask about each candidate:
1. How dependable are they? Ask for references if you’re unfamiliar with the business and see how reliable they’ve been when meeting their obligations to other customers.
2. What’s their value proposition? This goes far beyond price because you’d expect to pay a premium price for premium service. In fact, don’t make it about price at all and go for the best package of every aspect of their offering.
3. Do they have a true service mentality? You want to be sure their focus is on you, the customer, and not on simply doing an adequate job so they can get paid.
4. Are they good at communicating with customers? There’s nothing worse than to be waiting for something you really need and not being able to find out where it is or when it’s arriving. Many businesses now enable customers to track shipments via the internet and this might be the best kind of supplier for you.
5. Will they be there next week, and next year? Look at their company’s history. How good have they been at paying their bills over the past three years? What financial shape are they in? Many good offers of price are made in hope and desperation.
6. What’s their ‘fit’ with your business? If you’re going to be just a little customer of a very big business there’s no prize for guessing that you’re not the most important person on the list if any problems occur. Sometimes dealing with the ‘big end of town’ can be a real problem for smaller enterprises.
Now that we’ve covered the questions you should ask, how do you go about drawing up a short list of candidates to ask them of?
Start by asking other businesspeople who require the same goods or service who they deal with and what they think of them. If you’re not asking about a specific supplier but instead surveying the market you’ll discover more possibilities.
It’s easy to do a quick check on the Internet to see who is active in your area, although it’s wise to investigate any claims made on a website. You might find some names to add to your list that you haven’t previously encountered.
Now prepare a written brief that states precisely what you want. The goods or services, how frequently you need them, and the volume you expect to require over the coming year. On your brief include any questions about quantity discounts or methods of delivery – everything that relates to the prospective supplier meeting your needs.
Don’t expect the whole process to be done by email or fax. Take the trouble to actually visit potential suppliers and discuss your requirements with a manager who can answer your questions. Get the ‘feel’ of the place and the people.
Assemble the responses you’ve received and make your evaluation based on everything you’ve learned – recommendations from other customers, their response to your written brief, and your own impressions of the business.
And don’t forget to personally inspect the goods or how the service is provided. Don’t just take someone’s word for it that everything’s as it’s claimed to be.
Look over this process and imagine somebody using it to check you out as a supplier to their business. It’s tough to come out on top of a results-driven selection process, but that’s just what you want of someone you’re depending on to keep you in business.
Quality management consultants

Checklist to Avoid Future Disasters

fire In September 1999 the Industrial Hygiene & Safety News published an article which summarised the findings from the enquiries into four major disasters. These findings were published in 1991. The disasters were – Three Mile Island, Bhopal, Chernobyl and the Challenger Shuttle. In light of recent events in the Gulf of Mexico it is worth our while reviewing this summary and compare where we are with our business practices and values.
The eleven negative common attributes across all four disasters are as follows:

  • There is “fuzziness” as to who is responsible for what throughout the organization.
  • Mindset that success is routine, everything is “A-OK “,”We are good.”
  • Belief that rule compliance is enough to ensure safety. (“If we’re in compliance, we’re safe.”)
  • Team-player concept with dissent not allowed.
  • Experience from other facilities not processed systematically for application of lessons learned. (“We didn’t learn from similar experiences at other facilities.”)
  • Lessons that are learned are disregarded, rather than built into the system.
  • Safety is subordinate to other performance goals in production, schedule, quality, etc.
  • Emergency procedures, plans, training and regular drills for severe events are lacking.
  • Design and operating features are allowed even though recognized elsewhere as hazardous.
  • Project and risk management systems are available but not used.
  • Organization has undefined responsibility, authority, and accountability for recognizing and integrating safety.

For business’s both large and small these eleven points are a pertinent checklist.