procedures assessment tool pat v2 sop fsf

8/13/2019 Procedures Assessment Tool PAT v2 Sop Fsf

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What do you think about the company procedures?

Complete the table below by circling the number on the scale that best reflects your level ofagreement with each statement.

1 The procedures are not written in simple language 1 2 3 4 52 Some procedures are very difficult to understand 1 2 3 4 53 Some procedures are so complex that I lose track 1 2 3 4 54 Procedures commonly refer to other procedures 1 2 3 4 5

5 Some procedures are factually incorrect 1 2 3 4 56 No system exists to check people understand procedures before they are used 1 2 3 4 57 I sometimes have difficulty getting hold of written procedures and procedures 1 2 3 4 58 I sometimes come across a procedure I did not know about 1 2 3 4 59 I sometimes fail to fully understand which procedures to apply 1 2 3 4 5

10 I have procedures for tasks I will never have to do 1 2 3 4 5

11 The procedures do not always describe the best way of working 1 2 3 4 5

This survey seeks your views on the availability, practicality, relevance, or need for company procedures.Please complete separate forms if you are required to follow more than one set of departmental procedures;check the box below indicating your department or for additional forms the departmental procedures that this

form relates to.

Department:Flight CrewCabin CrewGround ServicesRampMaintenanceOther

Comments (Q1-10):

Statement Key1 = strongly disagree2 = disagree3 = neither agree nor disagree4 = agree5 = strongly agree


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Comments (Q11-20):


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21 Schedules seldom allow enough time to do the job according to the procedures 1 2 3 4 522 I sometimes can't get the equipment necessary to work to the procedures 1 2 3 4 523 Sometimes conditions at the workplace stop me working to the procedures 1 2 3 4 524 There are incentives to ignore some procedures 1 2 3 4 525 There are circumstances where managers will support procedures being broken 1 2 3 4 526 Staff shortages sometimes result in procedures being broken to get the job done 1 2 3 4 527 Some procedures are impossible or extremely difficult to apply 1 2 3 4 528 Supervisors recognise that in some situations deviations from procedures are unavoidable 1 2 3 4 529 It is necessary to bend some procedures to achieve a target 1 2 3 4 530 At certain times procedures have to be bent to keep the job going 1 2 3 4 5

31 Sometimes the operating limits prescribed in procedures are too restrictive 1 2 3 4 532 I sometimes don't know why I have to follow procedures 1 2 3 4 5

33 I am sometimes tempted to do work that is not my responsibility 1 2 3 4 534 There are financial rewards to be gained from breaking the procedures 1 2 3 4 535 I am not given regular break periods when I do repetitive and boring jobs 1 2 3 4 536 Working to the procedures removes skills 1 2 3 4 537 Deviating from some procedures demonstrates knowledge of the job 1 2 3 4 538 There are no personal benefits from strictly following procedures and procedures 1 2 3 4 539 Finding alternative ways of doing the job makes it more interesting 1 2 3 4 540 You can't move round here unless you do it by the book 1 2 3 4 5

Comments (Q21-30):

Comments (Q31-40:


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D Gurney


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Procedure Assessment Tool

Number ofsheets returned

>>>1

Totals for allsheets

returned MeanQuestion

Rating1 The procedures are not written in simple language 1 2 3 4 52 Some procedures are very difficult to understand 1 2 3 4 53 Some procedures are so complex that I lose track 1 2 3 4 54 Procedures commonly refer to other procedures 1 2 3 4 55 Some procedures are factually incorrect 1 2 3 4 56 No system exists to check people understand procedures before they are used 1 2 3 4 57 I sometimes have difficulty getting hold of written procedures and procedures 1 2 3 4 58 I sometimes come across a procedure I did not know about 1 2 3 4 59 I sometimes fail to fully understand which procedures to apply 1 2 3 4 5

10 I have procedures for tasks I will never have to do 1 2 3 4 5

Total 1-10 0

11 The procedures do not always describe the best way of working 1 2 3 4 512 There are some procedures that make the job less safe/efficient 1 2 3 4 513 Infringements of some procedures occur all the time 1 2 3 4 514 I have found better ways of doing my job than those given in the procedures 1 2 3 4 515 Short cuts are acceptable when they involve little or no risk 1 2 3 4 516 I can get the job done quicker by ignoring some procedures 1 2 3 4 517 Some procedures are only for inexperienced workers 1 2 3 4 518 Some procedures do not need to be followed to get the job done safely 1 2 3 4 519 Supervisors turn a blind eye to some procedure non-compliances 1 2 3 4 520 Some procedures are only of value to protect management's back 1 2 3 4 5

Total 11-20 0


1. For the question sheets that relate to a single set of procedures or task, add the ratings foreach question and then divide this total by the number of sheets to obtain a mean rating for eachquestion.2. Add the mean question ratings within groups of ten questions. This applies to the first fourgroups (questions 1-10, 11-20, 21-30, and 31-4. For the fifth group add the five mean questionratings (41-45) and double that value to enable a comparison with the other groups.The final totals are out of a maximum of 50; high scores indicate problems with procedures. Ascore greater than 30 indicates that action is necessary to improve procedures or the processesgoverning them. Checking individual question scores or employee comments may clarify thenature or location of the problem.


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21 Schedules seldom allow enough time to do the job according to the procedures 1 2 3 4 522 I sometimes can't get the equipment necessary to work to the procedures 1 2 3 4 523 Sometimes conditions at the workplace stop me working to the procedures 1 2 3 4 524 There are incentives to ignore some procedures 1 2 3 4 525 There are circumstances where managers will support procedures being broken 1 2 3 4 526 Staff shortages sometimes result in procedures being broken to get the job done 1 2 3 4 527 Some procedures are impossible or extremely difficult to apply 1 2 3 4 528 Supervisors recognise that in some situations deviations from procedures are unavoidable 1 2 3 4 529 It is necessary to bend some procedures to achieve a target 1 2 3 4 530 At certain times procedures have to be bent to keep the job going 1 2 3 4 5

Total 21-30 0

31 Sometimes the operating limits prescribed in procedures are too restrictive 1 2 3 4 532 I sometimes don't know why I have to follow procedures 1 2 3 4 533 I am sometimes tempted to do work that is not my responsibility 1 2 3 4 534 There are financial rewards to be gained from breaking the procedures 1 2 3 4 535 I am not given regular break periods when I do repetitive and boring jobs 1 2 3 4 536 Working to the procedures removes skills 1 2 3 4 537 Deviating from some procedures demonstrates knowledge of the job 1 2 3 4 538 There are no personal benefits from strictly following procedures and procedures 1 2 3 4 539 Finding alternative ways of doing the job makes it more interesting 1 2 3 4 5

40 You can't move round here unless you do i t by the book 1 2 3 4 5

Total 31-40 0

41 I often come across situations with which I am unfamiliar 1 2 3 4 5 42 I have not been trained in the procedures to be used in unusual circumstances 1 2 3 4 5 43 I often encounter situations where no prescribed procedures are available 1 2 3 4 5 44 There are some procedures where your natural reaction would be to break them 1 2 3 4 5 45 I confront many novel problems in my job 1 2 3 4 5

Total 41-45 0


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Index of theextent ofproblems

0

0

Score forUnintentional

violations

Score forRoutine

violations

Unintentional violations (Questions 1-10) Check that existing procedures are correct, clear, and not lengthy or complicated. Check that employees are aware of the procedures and have been trained in their use. High scores on questions 1 - 5 rather than 6 - 10 suggest that the problem is with the procedures themselves. It is important that

procedures are written from the employees viewpoint and are also in a format suitable for the task. Where a series of action s arerequired, checklists are the best means for ensuring the task is carried out correctly. For other situations a diagram may better represent

the information.High scores on questions 6 to 10 , but not 1 to 5 suggests problems with the distribution or knowledge of procedures and the trainingassociated with them.

Routine violations (Questions 11-20) High scores are an indicator that employees believe of procedures to be unnecessary or overly restrictive. If these beliefs are incorrect,

then hazard awareness training may be necessary. Check that existing procedures are not unnecessary or overly restrictive. Check with employees if alternative procedures or more efficient methods for completing a task should be used. Are there too many procedures? Reduce the number of procedures, which by default reduces the number of non -compliances. Ensure that employees are aware and understand existing procedures. Provide an explanation for the need of a procedure; identify the risks to personal safety. Avoid safety rules which represent do's anddonts, contravention of which is punishable.


8/14

0

0

0

Score forSituationalviolations

Score forOptimizingviolations

Score forExceptional

violations

Situational Violations (Questions 21-30) High scores provide evidence of differences between what is required by the procedures and what is possible to achieve with limitedresources. Alternative or improved working methods should be considered if procedures specify the use of certain equipment or numberof people required for the task but are unavailable.Local solutions are necessary because the factors promoting non-compliance are determined locally i.e. operating one man short or a

piece of important equipment has not been repaired or replaced.Factors that promote non-compliances include time pressure, high workload, unworkable procedures, inadequate equipment, badconditions, short staffing, and poor supervision.In addition to providing support for procedure compliance, managers need to be aware of the effect of working conditions on individualsattempting to do their job according to the procedures

Optimising violations (Questions 31-40) High scores could reflect peoples desire to complete the task in a professional manner, but could also indicate human weakne ss of'getting a buzz', 'having a laugh', avoiding boredom, or demonstrating skills to fellow workers.Avoid giving incentives for procedure non -compliances i.e .bonus for achieving targets.Simplify procedures to decrease the risk of boredom associated with the job; make employees feel that they are valued. Make the job more interesting. Redesign the task through job enrichment and flexible working groups

Redesign the procedure; involve the staff in writing and evaluating procedures. Use incentives for procedure compliance and safety, avoid punishing non -compliances

Exceptional violations (Questions 41-45)Training, rather than procedures will help to reduce the occurrence of these rare, yet dangerous non-compliances. People need to knowhow close they are to the limits of safety.Teach - 'think before you act'. Employees require the skills necessary to deal with rare problems while at the same time need to foreseethe possible dangers associated with their actions. Make the job more interesting. Redesign the task through job enrichment and flexible working groups Redesign the procedure; involve the staff in writing and evaluating procedures. Use incentives for procedure compliance and safety, avoid punishing non -compliances


9/14

0

10

20

30

40

501

2

34

5

Procedure Assessment Procedure problem areas. Take action if > 30

Unintentional

Routine

SituationalOptimizing

Exceptional


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Procedure Assessment Tool - Example Analysis Sheet

Number ofsheets returned

>>>20

Totals for allsheets

returned MeanQuestion

Rating1 The procedures are not written in simple language 1 2 3 4 5 902 Some procedures are very difficult to understand 1 2 3 4 5 853 Some procedures are so complex that I lose track 1 2 3 4 5 904 Procedures commonly refer to other procedures 1 2 3 4 5 505 Some procedures are factually incorrect 1 2 3 4 5 856 No system exists to check people understand procedures before they are used 1 2 3 4 5 507 I sometimes have difficulty getting hold of written procedures and procedures 1 2 3 4 5 308 I sometimes come across a procedure I did not know about 1 2 3 4 5 449 I sometimes fail to fully understand which procedures to apply 1 2 3 4 5 40

10 I have procedures for tasks I will never have to do 1 2 3 4 5 42

Total 1-10 606

11 The procedures do not always describe the best way of working 1 2 3 4 5 9412 There are some procedures that make the job less safe/efficient 1 2 3 4 5 9013 Infringements of some procedures occur all the time 1 2 3 4 5 8814 I have found better ways of doing my job than those given in the procedures 1 2 3 4 5 7815 Short cuts are acceptable when they involve little or no risk 1 2 3 4 5 8216 I can get the job done quicker by ignoring some procedures 1 2 3 4 5 9017 Some procedures are only for inexperienced workers 1 2 3 4 5 9218 Some procedures do not need to be followed to get the job done safely 1 2 3 4 5 9019 Supervisors turn a blind eye to some procedure non-compliances 1 2 3 4 5 8820 Some procedures are only of value to protect management's back 1 2 3 4 5 90

Total 11-20 882


1. For the question sheets that relate to a single set of procedures or task, add the ratings foreach question and then divide this total by the number of sheets to obtain a mean rating for eachquestion.2. Add the mean question ratings within groups of ten questions. This applies to the first fourgroups (questions 1-10, 11-20, 21-30, and 31-4. For the fifth group add the five mean questionratings (41-45) and double that value to enable a comparison with the other groups.The final totals are out of a maximum of 50; high scores indicate problems with procedures. Ascore greater than 30 indicates that action is necessary to improve procedures or the processesgoverning them. Checking individual question scores or employee comments may clarify thenature or location of the problem.


11/14

21 Schedules seldom allow enough time to do the job according to the procedures 1 2 3 4 5 4022 I sometimes can't get the equipment necessary to work to the procedures 1 2 3 4 5 3023 Sometimes conditions at the workplace stop me working to the procedures 1 2 3 4 5 6024 There are incentives to ignore some procedures 1 2 3 4 5 7625 There are circumstances where managers will support procedures being broken 1 2 3 4 5 4526 Staff shortages sometimes result in procedures being broken to get the job done 1 2 3 4 5 5527 Some procedures are impossible or extremely difficult to apply 1 2 3 4 5 6828 Supervisors recognise that in some situations deviations from procedures are unavoidable 1 2 3 4 5 5829 It is necessary to bend some procedures to achieve a target 1 2 3 4 5 6030 At certain times procedures have to be bent to keep the job going 1 2 3 4 5 44

Total 21-30 536

31 Sometimes the operating limits prescribed in procedures are too restrictive 1 2 3 4 5 5532 I sometimes don't know why I have to follow procedures 1 2 3 4 5 6833 I am sometimes tempted to do work that is not my responsibility 1 2 3 4 5 5834 There are financial rewards to be gained from breaking the procedures 1 2 3 4 5 7635 I am not given regular break periods when I do repetitive and boring jobs 1 2 3 4 5 4536 Working to the procedures removes skills 1 2 3 4 5 5537 Deviating from some procedures demonstrates knowledge of the job 1 2 3 4 5 6838 There are no personal benefits from strictly following procedures and procedures 1 2 3 4 5 4039 Finding alternative ways of doing the job makes it more interesting 1 2 3 4 5 3040 You can't move round here unless you do it by the book 1 2 3 4 5 60

Total 31-40 555

41 I often come across situations with which I am unfamiliar 1 2 3 4 5 6042 I have not been trained in the procedures to be used in unusual circumstances 1 2 3 4 5 5543 I often encounter situations where no prescribed procedures are available 1 2 3 4 5 6844 There are some procedures where your natural reaction would be to break them 1 2 3 4 5 5845 I confront many novel problems in my job 1 2 3 4 5 60

Total 41-45 301


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Index of theextent ofproblems

30.3

44.1

Score forUnintentional

violations

Score forRoutine

violations

Unintentional violations (Questions 1-10) Check that existing procedures are correct, clear, and not lengthy or complicated. Check that employees are aware of the procedures and have been trained in their use. High scores on questions 1 - 5 rather than 6 - 10 suggest that the problem is with the procedures themselves. It is important that

procedures are written from the employees viewpoint and are also in a format suitable for the task. Where a series of action s arerequired, checklists are the best means for ensuring the task is carried out correctly. For other situations a diagram may be tter representthe information.High scores on questions 6 to 10, but not 1 to 5 suggests problems with the distribution or knowledge of procedures and the trainingassociated with them.

Routine violations (Questions 11-20) High scores are an indicator that employees believe of procedures to be unnecessary or overly restrictive. If these beliefs are incorrect,then hazard awareness training may be necessary. Check that existing procedures are not unnecessary or overly restrictive. Check with employees if alternative procedures or more efficient methods for completing a task should be used. Are there too many procedures? Reduce the number of procedures, which by default reduces the number of non -compliances. Ensure that employees are aware and understand existing procedures. Provide an explanation for the need of a procedure; identify the risks to personal safety. Avoid safety rules which represent do's anddonts, contravention of which is punishable.


13/14

26.8

27.75

30.1

Score forSituationalviolations

Score forOptimizingviolations

Score forExceptional

violations

Situational Violations (Questions 21-30) High scores provide evidence of differences between what is required by the procedures and what is possible to achieve with limitedresources. Alternative or improved working methods should be considered if procedures specify the use of certain equipment or numberof people required for the task but are unavailable.

Local solutions are necessary because the factors promoting non-compliance are determined locally i.e. operating one man short or a piece of important equipment has not been repaired or replaced.Factors that promote non-compliances include time pressure, high workload, unworkable procedures, inadequate equipment, badconditions, short staffing, and poor supervision.In addition to providing support for procedure compliance, managers need to be aware of the effect of working conditions on individualsattempting to do their job according to the procedures

Optimising violations (Questions 31-40) High scores could reflect peoples desire to complete the task in a professional manner, but could also indicate human weakne ss of'getting a buzz', 'having a laugh', avoiding boredom, or demonstrating skills to fellow workers.Avoid giving incentives for procedure non -compliances i.e .bonus for achieving targets.Simplify procedures to decrease the risk of boredom associated with the job; make employees feel that they are valued. Make the job more interesting. Redesign the task through job enrichment and flexible working groups Redesign the procedure; involve the staff in writing and evaluating procedures. Use incentives for procedure compliance and safety, avoid punishing non -compliances

Exceptional violations (Questions 41-45)Training, rather than procedures will help to reduce the occurrence of these rare, yet dangerous non-compliances. People need to knowhow close they are to the limits of safety.Teach - 'think before you act'. Employees require the skills necessary to deal with rare problems while at the same time need to foreseethe possible dangers associated with their actions. Make the job more interesting. Redesign the task through job enrichment and flexible working groups Redesign the procedure; involve the staff in writing and evaluating procedures. Use incentives for procedure compliance and safety, avoid punishing non -compliances


14/14

0

10

20

30

40

501

2

34

5

Procedure Assessments - ExampleProcedure problem areas. Take action if > 30

Unintentional

Routine

SituationalOptimizing

Exceptional

High scores are an indicator that employees believe the use of procedures to be unnecessaryor overly restrictive. If these beliefs areincorrect, then hazard awareness training may

be necessary.

Training, rather than procedures will help toreduce the occurrence ofthese rare, yet dangerousnon-compliances. Peopleneed to know how close theyare to the limits of safety.

Check that existing procedures are correct, clear, andnot lengthy or complicated. High scores on questions1 - 5 rather than 6 - 10 suggest that the problem is withthe procedures themselves.

procedures assessment tool pat v2 sop fsf

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