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July 28, 2025
What if we could delete the 50-page procedures that nobody reads?
And without risking calling into question our mandatory certifications.
The more time goes by, the more we drag on proceedings that we read less and less.
With new generations of workers feeding on YouTube and social media, we are going straight into the wall.
Added to regulatory risk, the prospect is not very glorious.
Today I am going to show you a SOP-less system, based on content management and business processes.
Whether during our projects, in the workshop of Mastermind with customers, or even in prospecting meetings, we sometimes have trouble explaining that we can really do away with 50-page procedures that nobody reads.
It is also not easy to explain that we can also stop the PowerPoint courses that make everyone fall asleep.
While it's crystal clear for us, it's not clear for everyone.
So we explain to them.
They are sometimes shown examples of deliverables that have been made anonymous or for which we are authorized to present them.
There, we often hear the same thing: “Yes, but at home it's different.”
We must therefore show something that allows the prospect to project themselves into a better future, without introducing bias from another customer.
That's why I'm going to show you a model that illustrates how we can reduce workplace documentation by 80%.
But also how to reduce the training effort by 50%, while ensuring that Michel (e), the worker, no longer makes mistakes because of incomplete, incomprehensible documentation or inadequate training.
Imagine a company that is the queen of paper airplanes.
Let's call her Paper Airplane Corporation.
We are going to see how Michel (e), a paper airplane folding operator, will be integrated into his workstation, and what types of documents he has in his hands around the world Doc&training simplified.
Michel (e) arrives on the site for his first day.
The problem with welcoming newcomers is that it is often botched.
It boils down to a half-day quickly done badly during which we say to Michel (e):
- there's your badge,
- sign the register here,
- respect the safety instructions,
- Attention, it is forbidden to cross the lawn!
- and here are also the basics of regulating our sector.
If I take the example of BPF in pharmaceuticals, we explain to him: the 5 pillars of BPF or the 8 axes of BPF.
On the other hand, at no time is he told that in the BPF, there are 9 basic chapters, and appendices.
Plus, the message is exactly the same for everyone,
that you enter the site to be an accountant, aseptic operator, or department director...
After this first contact, he is quickly presented with the products in the box, without really giving him a tour of the factory.
At noon, he is told that he must eat with his future manager in the canteen.
Then at 2 p.m., his manager said to him: “Welcome, you will start by reading the 200 procedures that await you here.”
Sometimes Michel (e) leaves the company after two weeks because he thinks he has landed in a crazy box.
However, welcoming a newcomer should start from the day Michel (e) sets foot on the site until he is competent at his post.
We can't say it enough, but the first step is to feel welcomed on the site.
Michel (e) will have to:
This first day is important.
To feel welcome, a member of the management committee must come and talk to him.
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Now Michel (e) must start to understand his workstation.
Chez Paper Airplane Corporation, Michel (e) will take up the position of” Folding Operator ”, in charge of folding the planes.
The problem is that it doesn't come from the paper airplane industry.
So you have to start explaining to him why a paper airplane flies?
Michel (e) will therefore consult a learning kit, a short video of a few minutes to explain this concept to him.
Then, he's going to answer the associated quiz.
Michel (e) will watch several videos at his own pace that explain the concepts necessary to acquire before taking up his job.
In our example, Michel (e) is going to work on folding.
He must know:
Once these bases have been acquired, he will have to identify his role in the manufacturing process.
For this, we will use business process management.
Michel (e) will be able to access process maps from the online learning tool (LMS).
He will consult the processes built and approved in the tool Business Process Management.
Then he will mainly consult the level of Flowchart of the “procedure” type.
He will therefore see the different steps in the procedure and also the detailed activities contained in each step.
The question he inevitably asks himself is: “What am I doing in this? ”
And that's where it comes in RACI, the responsibilities table.
You can click on this linkage to discover our YouTube playlist about RACI because it is the backbone of the whole system.
The RACI is developed directly in the BPM tool.
Flowchart + RACI = procedure
No need for 50-page Word documents because we have already removed all the knowledge that goes into the learning kits and the processes and roles and responsibilities that go into the BPM.
But let's go further.
In the RACI, we can see that at certain stages, we may need to specify management rules, business rules.
All you have to do is link them here.
The appendices describing the business rules are documents managed and approved in the EDM.
Here for example, at Paper Airplane Corporation, the sampling plan for quality control depends on the size of the aircraft.
You already understood that there are no more procedures in our model.
There are Flowcharts, of RACI, of annexes, and each piece of content lives its own life.
Let's go back to Michel (e).
Now he has to learn how to fold paper airplanes.
He will do it by viewing the tutorial “Fold a Paper Airplane”.
It's a tutorial, just like on YouTube.
Except that it complies with regulations since there is still a part written in text.
Under the video, there are the quality, EHS and performance attention points, which allows cleaning up the EHS documents at the station, and the operational excellence performance standards, which sometimes are documents not approved by quality assurance.
Now that Michel (e) has visualized “how to do it”.
He will now carry out his field authorization.
We are going to assess the whole competency, in all its components.
From what he learned in learning kits to his ability to respect good folding practices.
You now have an overview of what a SOP-less system Or a system without procedure looks like.
We started with a cumbersome and inflexible system based on documents, which costs you 20% of your payroll.
We now have an agile and flexible system, based on processes, content, and above all, the end user that costs at least twice as much.
The point of what I am showing you here is that we operated
and implemented this system in several contexts.
We know all the pitfalls, all the grains of sand that will block you:
We have enough experience to help you transform your systems quickly.
The gains are colossal.
Let's go look for them together.
Share this article with your documentation and training teams and see how excited you will be.
You can also have free access to a game of our DOC&training simplification training.
So see you on the other side!
See you soon!