Insects, powdery mildew, mites, over-watering, theft, spray damage, airy colas, low potency, high costs, weighing errors, nutrient deficiencies, low yields and, of course, messages left by regulators. These are the challenges every gardener must address, and the only question is are they going to address them before they happen or after they sneak up and surprise everyone?

Risk management is the technique of avoiding surprises and mitigating those that do occur. Its goal is ensuring a store can run regardless of the circumstances with no matter who is on the floor. No matter who developed the cultivation process, the operation is dependent upon everyone following that process right down to the specifics. In a high turnover labor market, ensuring consistency and preventing errors is really a challenge that standard operating procedures (SOPs) are particularly well-made to meet.

SOPs describe the facts of every task performed in the operation right down to the hand-washing manual. If this causes you to chuckle, notice that hospitals still post hand-washing procedures today, so that should tell us something about what it takes to obtain a message across and keep it at the front of the staff’s mind whilst they hustle through a full day.

SOPs are an education and communication tool that allows a complete operation to find out this process and discuss it with other people to maintain things running smoothly. The payback is blessed, mind-numbing calm and confidence in operations, plus a better financial well being.

Way More Than Plants

Whenever people consider SOPs they generally think on how to mix nutrients or take cuttings. Those procedures do form the majority of an SOP package, but the most important SOPs have nothing related to plants, but everything concerning effective management.

SOPs contain all of the parameters that control plant growth. Without having them accessible when starting facility selection and design is sort of a coach walking to the sidelines with no strategy.

The foundational SOP for all of us is workflow and schedule because it describes what plants move where, to where, when and by whom. Workflow also outlines all the tasks involved with growing plants. Add plant size to the discussion and you may predict plant capacity, yield potential and labor demand, that makes workflow a fairly powerful business tool.

After investing in a revenue engine such as this, the engine has to be protected, and the most important protection it requires comes from the operators themselves. Change (and never small change) is normal within the cannabis standard operating procedures, and change paves the way to mistakes, so managing it is essential. An excellent business case helps make change-driven decisions, and detailed planning and implementation by management ensures revenue won’t skip a beat.

Feedback characterizes how good an operation is being performed, which information is the foundation for managing the process. Yield, percent of cuttings that root out, pest pressure, plant kills due to disease and such offer an objective take a look at the operation’s health, good, bad or ugly.

Education is not usually looked at as a kind of protection, yet it is, because it protects against false facts and sloppy thinking. The better common knowledge you might have, the less stress there is certainly between people since they can communicate in a common tongue. That tongue is placed down within the SOPs.

The foundational SOP for us is workflow and schedule since it describes what plants move from which, to where, when and also by whom.

Task Analysis

As noted above, the majority of an SOP package is made up of task descriptions identified within the workflow, like: take cuttings, sanitize trays, perform apical pinch and assign work schedules. Understanding each part of mzjexy tasks in addition to how you can control the variables inside them is the foundation for developing a powerful SOP.

That seemingly large chore can be organized utilizing a technique used developing service diagnostics for printers. All of the moving parts inside a printer are like variables in a task. Look at all the moving parts (variables) in the task and inquire of each, “what when it decreases, wobbles or stops … what goes on to the output?” In the event you don’t like the answer you think of, which is a part, or variable, you will need to pay attention to and manage. Figure out what has to be performed to maintain the part from slowing down, wobbling or stopping, and document those steps inside the SOP.

Accomplishing this with all the countless tasks associated with cultivation generates a mountain of data that needs to be reviewed, assembled and tested for accuracy. However, when which is done, the end result will be the current “how-to” guide for that operation. Make sure to include regulations and worker-safety tasks inside your SOPs; they move, too.

Indeed, there is no value to SOPs that sit down on a shelf. SOPs are an organizing tool and, when used actively to teach people, they may have a powerful effect.