Name : Januar Ali Akbar Student Number: C1L008024 Major : International Accounting
This is the example of Standard Operating Procedure on KFC restaurant. Kentucky Fried Chicken (KFC) is a very well known restaurant in the world. It is rated at number 60 as the world most well known brand by BusinessWeek (McDonalds at number 9 and Nescafe, 23). It is an open secret that the KFC is made of a mix of 11 herbs & spices. Using modern spectrometer, we can blast the Colonel spice with X-ray photoelectron or burn them with a specially designed gas and study the result.
With a database of results made with similar technique using all spices & herbs known to mankind, it would take just weeks before we could identified the exact names and percentage of those 11 spices. However, DOES IT MATTER?? Does it really matter to know the exact names and compositions of those spices?
An average businessman would think the secret recipe is so valuable and willing to pay millions for a copy of it.
A genius businessman would not pay even a penny!! The "secret recipe" represent only a small percentage of the success of the KFC franchise. If I were to give a percent, it may not represent more than 20% of the total success.
THE SUCCESS IS DUE TO THE FRANCHISE SYSTEM!! (SOP)
In a franchise system, everything is documented and there are strict rules for running the business. For example: •The chicken must be cooked in a pressure cooker and left for 15 minutes •The size of each of the chicken parts must at least 8 cm wide and weight 300 grams •The chicken must be marinated overnight •The age of the chicken when they were slaughtered must be between 60-70 days •The minimum size of the restaurant must be 24x60 feet •The color of the logo, the chair and the table must be yellow and the floor is dark grey. •The toilet must be cleaned every 3 hours. •The sink must be cleaned every 30 minutes •The windows must be cleaned every morning •Food left unsold after 15 minutes must be discarded. •The worker must wear company-shirt and trousers. No jeans, corduroy or leather. •5% of gross earning must be used for local advertisement •1% of gross earning must be used for national level advertisement •3% must be used for R&D to develop new recipes & local brand. •The food must also be offered in discounted packages (e.g 2 chicken, 1 fries, 1 glass of pepsi) •The food can be ordered seperately / "ala carte" but no discount applies. •The restaurant must have air-condition. •Etc.. etc.. This long list of standard operating procedures is actually the key to the success of the franchise. The long list is actually an accumulated wisdom and know-how the franchise system have developed after a few decades of operation.
Finally we found the holy grail!!
THE "SECRET RECIPE" of KFC SUCCESS IS ACTUALLY THE WHOLE FRANCHISE SYSTEM!! Comments : In my opinion, the Standard Operating Procedures on KFC is very effective and efficience for their company to be applied. These regulations has become a more important asset than the recipe. Every manager of the KFC restaurants are forced to apply these SOP not only to manage the company, but also to control the action of their employees. Through these regulations, every people on KFC (manager, supervisor, and employees) will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine. They don’t even realize that they are being controlled by the KFC’s standard operating procedures. KFC has create a solid SOP that make the business very successful. I think we can learn something from KFC, if we apply a good SOP to our business, then our business will have a good result in return.
NAME:DEWI RATNASARI NIM:C1L008034 BAKPIA DJAVA is one place complete souvernir center.Bakpia is made from choices ingredients that prepared with traditional recipes.Originally bakpia came from china.Originally name Tou Luk Pia.That means green beans pia cake.Production begins in Pathok village,Yogyakarta,since around 1948. Bakpia Pathok company “93”has three branch stores,two stores on the Laksada Adisucipto street and the other branch store at jogja roadway.facilities production about,equipment used in the bakpia manufacture espicially includes plastic tub,roller,tables,trays,knives,scales,pans,mixer,srove,fireplace,oven,pan,seed breaking machine,carmorant,soaking,drums,grinding machine and a small “tumbu”. In making bakpia pathok three are several step which need to be done,the preparatory process(preparation of ingredients),making the dough,making contents,molding,baking,cooling and packaging. There are approximately 25 employees at Bakpia Djava,They look very busy with their own duty in preparing the ingredients.The ingredients are wheat:palm oil,chocolate and water. Otherwise every Friday the employees have cut their nails Make the dough and the content of bakpia “93” Before the grilling,bakpia have to arrange in the baking pan The grilling procedure is about 15 minutes After the bakpia ready,it is place in the cooling rack before place into the box. Bakpia Djava(pathok 93) company do control with Quality control of ingredients is done by storing the appropriate conditions for maintaining the quality of ingredients and than in addition,the manufacture also can choose the best ingredients to be used.While for quality control during every stage of production the manufacture controlling every step in the production especially on the bakpia form and quality control of the product is done by selection of the bakpia that didn’t meet the standard.for this selection usually done by choosing the burnt bakpia. My opinion:Bakpia Djava(Pathok 93) company finish standar operating procedur because very effective and efficiency in making bakpia pathok,every Friday employees have cut their nails so that good quality and than Quality control very good.Bakpia Djava is very good in control because company straight see and quality control so that bakpia free bacteri,higieniest and good taste.
In the hotel industry where excellent, consistent service is a key factor in success, standard operating procedures, or SOPs, play an important role.
A hotel's standard operating procedure sets out the policies and protocols of a hotel in a written format that's easily accessible to hotel employees. A typical standard operating procedure has three parts: a purpose, or the clearly stated task the SOP details and what its expected results should be; a procedure, or step-by-step guide to tackling the task; and resources, including hotel staff, other employees or management and databases or other references. A hotel standard operating procedure's purpose is to improve guest experience. Standard operating procedures do this by educating hotel staff on the best way to deal with a given situation, from fielding guest complaints to handling fire drills. By creating a guest service structure that's consistent and clearly thought out by top management, hotels can ensure a positive guest experience. # Hotels might use several different types of standard operating procedures.
Tool procedures focus on specific tasks that hotel staffers might have to deal with. Tool procedures may cover tasks that hotel staff is likely to run into every day, such as late check-out or temperature concerns, as well as rare circumstances, such as fire alarms sounding or elevator malfunctions.
Rule procedures help hotel staffers deal with potentially tricky situations. Rule procedures may cover acceptable employee conduct, such as whether an employee can accept a cash tip from a hotel guest. Rule procedures also may cover guests in sensitive areas such as signs of smoking in a nonsmoking room or a declined credit card.
In the competitive hotel industry, a standard operating procedure ensures that a hotel keeps the promises made in its marketing materials and advertisements. Standard operating procedures also ensure that guests get the same treatment each time they visit the hotel. A thorough SOP can help employers with posting future job openings because each employee's role is clearly outlined. Having SOPs also provides a foundation for hotel employees' performance evaluations.
COMMENT: Standard operating procedures may take as long as three months to complete, since in order to be successful they must be tested and evaluated extensively. Hotel standard operating procedures are most successful when employees participate in their creation. Standard Operating Procedures can make an organization run by lebihefektif. That is why SOPs must be written with great care. One other SOP SOP should be consistent, without any SOP that contradict one another. After that all the living, rest assured that the organization will be able to move in accordance with the standards of quality management.
Standard Operating Procedures for Safe Food A good management system for food safety in a restaurant must include several prerequisite programs for an effective overall system. It is kind of like developing your own basic personal values and a moral code for food safety before you even start preparing and selling food. Sanitation standard operating procedures (SSOP's) are written methods that specify practices to address general hygiene and measures to prevent food from becoming contaminated due to various aspects of food environment at your facility. Managers must train new crew members about SSOP's during the first days of employment. SSOP's must be a part of your restaurant's culture. The FDA Food Code has addressed the structural design of food establishments and equipment as well as acceptable operational practices. These major interventions in the Food Code include: 1)demonstration of knowledge by the person-in-charge [usually food safety manager certification training] 2) employee health policies 3) no bare hand contact with ready-to-eat food [good handwashing practices, utensils & glove use] 4) time and temperature control and 5) the use of consumer advisory information regarding consumption of raw or undercooked food. SSOP procedures ensure that: * Foods are purchased from approved suppliers / sources; * Potable (safe) water is used in contact with food, food contact surfaces, and ice; * Food contact surfaces are cleaned, sanitized, and in good condition; * Un-cleaned or non-sanitized surfaces don't contact our foods; * Raw animal foods don't contaminate ready-to-eat foods; * Toilet facilities are accessible, properly equipped and maintained for crew; SSOP's for Employee Health and Hygienic Practices: * Restricting or excluding workers with certain symptoms such as vomiting or diarrhea (see Chapter 2 of the Food Code); * Practicing and monitoring effective handwashing and gloving for safe hands; * Restricting eating, smoking, and drinking in food preparation areas. * Using hair restraints, wearing clean uniforms, and restricting the wearing of jewelry. comment; * Temperature measuring devices and thermometers are calibrated regularly. * Refrigeration, cooking and hot holding equipment are routinely checked, calibrated, and operating correctly to ensure correct food product temperature. * Handwashing sinks and equipment are installed and operating properly.
Food service directors, managers and crew must implement a good internal program of self-inspection to ensure that these food safety standard operating procedures are always in place
name : Dhea Christianti Yehuda Student number :C1L008013 major : International accounting
this is the example of standard operating procedure on a restaurant.
# Standard operating procedures for restaurants should include systems for providing customers with an appealing dining experience as well as serving quality food. In addition, a restaurant should have protocols in place to ensure that the efforts of all staff are effectively coordinated. Front-of-House Procedures # A restaurant dining experience depends on everything from decor, to lighting, to music, and to temperature. Front-of-house staff should have systems in place for maintaining each of these elements, as well as parameters for adjusting them in accordance with changing conditions and customer complaints. Front-of-house staff are also responsible for taking care of customers' needs. This includes seating them in a timely fashion, taking their orders, filling their water glasses, delivering their food when it is ready and following up to make sure that the food and service are satisfactory. Back-of-House Procedures # Back-of-house staff are responsible for ordering and storing inventory, prepping ingredients, executing orders and keeping the kitchen clean throughout their shift as well as at the end of the day. Inventory managers should maintain spreadsheets indicating what they have on hand as well as what they need to order. Storage systems should situate frequently used items in the most accessible places and allow sufficient space for rotation of stock. Prep systems should ensure that ingredients are ready when they are needed. Different kitchen staff should be responsible for different types of tasks, such as soups or desserts. Cooks should keep their areas tidy, and janitorial staff should do additional cleaning at the end of the shift. Coordinating Front-of-House and Back-of-House. # A restaurant must have systems in place to coordinate the work of its servers and its kitchen staff. Servers should deliver orders to the kitchen in a timely fashion. Chefs should complete all orders on a ticket at roughly the same time, and they should have systems for communicating to servers that their orders are ready. Servers should communicate with kitchen staff about customers' special needs such as food allergies. When difficulties arise, service and kitchen staff should work together to efficiently solve problems.
comment : In my opinion, build a restaurant must have these standard. In this example we have been known a restaurant must have well prepared in every part. Example seating them in a timely fashion, taking their orders, filling their water glasses, delivering their food when it is ready and following up to make sure that the food and service are satisfactory. And then well prepared in storage and the others part. With this regulation every restaurant can give their service very well and make their customer satisfy. For this regulation too, manager should choose the employee very selective. We can learn from this regulation to build a business of restaurant.
PT. Agip Lubrindo Pratama is a company that produces AGIP lubricants which is one of the lubricants in Indonesia with a capacity of 40,000 MT refinery feed stock / year. To produce lubricant quality, PT. Agip Lubrindo Pratama establish, maintain quality management system and continually improve its effectiveness as a tool to ensure that the process of lubricant production and delivery to customers and after-sales service to meet the requirements of ISO 9001:2000 standard, customer requirements and company policies. Standard Operating Procedure is one of the documents in the quality management system which is elaboration of the Quality Manual and contains guidelines for the conduct of work employees in each department.
Conclusions and Suggestions
Systems management is a way to maintain the consistency of the diversity of ideas, world views and thoughts of individuals. Global management system is a secondary memory which stores the whole idea of thinking of individual employees for good performance of a company. Knowledge management system can improve employee performance in growing the creative ideas and as a medium for sharing among employees. In addition, facilitate the division of Human Resources in assessing an employee's performance and make decisions. To make it happen then there must be a continuous system such as the construction of Knowledge Management System.
# Human Resources (HR) departments play integral roles in companies and businesses. HR personnel are typically responsible for finding new employees, filling job openings, managing benefits, and defining a company's policies and culture. The HR department has several roles, which is why it is very important for it to have set operating procedures in place. Hiring # Most established HR departments have set operating procedures regarding the hiring process. These procedures typically include a position opening request form, job vacancy notification process, interview processes and set hiring requirements, according to the North Carolina Department of Environment and Natural Resources operating processes manual. By having set hiring procedures in place, the HR department ensures that the open position fits in the budget, the best possible candidates can be identified, and that all job applicants are treated equally and fairly. Benefits # Many HR departments work with set procedures for all types of employee benefits, such as medical and health insurance, vacation policies and retirement plans. Examples of these types of procedures include having set eligibility requirements (such as an employee needs to work for the company for 90 days before he is eligible for health insurance), as well as defining set enrollment periods (usually at the beginning of the annual or fiscal year). Other set procedures are created around personal and vacation time. For example, if an employee wants to take a vacation day, he must fill out a vacation request form and have his manager approve it in order to receive vacation pay. This prevents chaos and too many employees taking the same day off together. Organizational Communication # According to research by the Society of Human Resource Management, the HR department should have set organizational communication procedures in place to ensure effective, consistent messages throughout the company. These types of communication may include messages about changes to company policies. It's important to have consistency in company communications because it links the communication with the overall company brand and strategy and ensures that employees are kept in the loop, and it prevents mis-communication and rumors. Employee Management # In order to ensure that all employees are treated equally, many HR departments have set procedures in place regarding employee reviews, promotions and raises, and terminations. These procedures make it more difficult for department managers to choose "favorites" and it levels the playing field for all employees. For example, HR departments usually have annual or quarterly employee performance reviews that measure everyone on the same scale. Some HR departments also have procedures regarding set requirements (that are measurable) in order for an employee to receive a pay increase or promotion. These types of procedures may also raise employee morale, because it gives employees set guidelines to achieve their career and monetary goals comment: SOP in human resources is important because it gives employees set guidelines to achieve their career and monetary goals.
Standard Operating Procedures for Hospitals 1. Public or private hospitals use standard operating procedures in departments ranging from security to housekeeping. These procedures are used to teach and protect employees, patients and contractors. One type of procedure is implementing a security lock down. Additional procedures can include range response to a fire and protecting patient safety. Lock Down Plan 2. A lock down plan authorizes personnel to close entrances and exits for reasons such as a security breach. According to the American College of Emergency Physicians (ACEP), hospitals can perform a total lock down or controlled lock down, such as exit doors only. The lock down plan should be updated annually. Explain the procedures for each situation to staff members. Fire Response Plan 3. A fire response plan should provide safety to employees, visitors and patients. It should make clear when staff and patients should evacuate. A copy of the plan should be available in each department. Hazardous Chemicals Procedures 4. Employees facing exposure to hazardous chemicals range from nurses to hospital housekeepers. The Occupational Safety and Health Administration (OSHA) suggests that employees receive training before handling chemicals. Create a hazardous chemicals guideline, which includes when protective equipment such as gloves or face masks must be worn. Contaminated Laundry 5. Nurses and housekeeping staff member face exposure to blood and bodily fluids. Develop guidelines to reduce exposure to contaminated laundry. The guidelines should include how contaminated laundry is labeled, how it should be transported and where it should be stored. Patient Safety 6. Patient safety procedures should protect inpatients and outpatients. The rules should outline how and when health professionals should be hired, such as setting a requirement for a state license. Other subjects could include infection control and how patient safety is measured.
COMMENT : ThesE standard operating procedures are used to teach and protect employees, patients and contractors. One type of procedure is implementing a security lock down. Additional procedures can include range response to a fire and protecting patient safety.
Jamilatun C1L008018 International Accounting Standard Operating Procedures for Clinical Chemistry
The preparation of test procedures comes under the broad heading of Standard Operating Procedures (SOPs). SOP is a clear, concise and comprehensive written instruction of a method or procedure which has been agreed upon and authorized as the operating policy of the department.Inspections target these quality documents since the most frequent reported deficiencies during inspections are the lack of written SOPs and/or the failure to adhere to them. Organizations involved in clinical research whether pharmaceutical companies, sponsors, contract research organizations, investigator sites, ethics committees or any other parties require SOPs to achieve maximum safety and efficiency of the performed clinical research operations. All people and sites involved in clinical studies (both at the sponsor and at the investigative sites) must have appropriate SOPs in place in order to conduct clinical research in compliance with current regulations. The training of staff using SOPs therefore becomes very important, so that staff actually become aware of why and how SOPs can play an important role in fulfilling the ICH and other regulatory requirements.In general, SOPs, which mainly contain detailed descriptions of each analytical method, are essential for maintaining the same analytical quality over a long period of time. The procedures are a prerequisite to correct transfer of methods from one laboratory to another. The contents of SOP are as follows: - Introduction - Principle of method - Specimen types, collection and storage - Reagents, standards and control - preparation and storage - Equipment, glassware and other accessories - Detailed procedure - Calculations, calibration curve - Analytical reliabilities – (QC and Statistical assessment) - Hazardous reagents - Reference range and clinical interpretation - Limitations of method (e.g. interfering substances and troubleshooting) - References - Date and signature of authorization - (Effective date + Schedule for review)
Comment : Through the use of standard operating procedure the laboratory can ensure that the results being issued by it are reliable enough to allow decisions to be taken with confidence. Public or private hospitals use standard operating procedures in departments ranging from security to housekeeping. These procedures are used to teach and protect employees, patients and contractors. One type of procedure is implementing a security lock down. Additional procedures can include range response to a fire and protecting patient safety.
Controlling Time and Temperature During Preparation
PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation.
SCOPE: This procedure applies to foodservice employees who prepare food.
KEY WORDS: Cross-Contamination, Time and Temperature Control, Food Preparation, Temperature Danger Zone
INSTRUCTIONS: 1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP. 2. Follow State or local health department requirements. 3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP. 4. Use clean and sanitized equipment and utensils while preparing food. 5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP. 6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to 41 ºF or below before combining with other ingredients. 7. Prepare foods as close to serving times as the menu will allow. 8. Prepare food in small batches. 9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator. 10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING: 1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple. 2. Take at least two internal temperatures from each pan of food at various stages of preparation. 3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS: 1. Retrain any foodservice employee found not following the procedures in this SOP. 2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot. 3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time. 4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes. 5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING: Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment: In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Controlling Time and Temperature During Preparation
PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation.
SCOPE: This procedure applies to foodservice employees who prepare food.
KEY WORDS: Cross-Contamination, Time and Temperature Control, Food Preparation, Temperature Danger Zone
INSTRUCTIONS: 1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP. 2. Follow State or local health department requirements. 3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP. 4. Use clean and sanitized equipment and utensils while preparing food. 5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP. 6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to 41 ºF or below before combining with other ingredients. 7. Prepare foods as close to serving times as the menu will allow. 8. Prepare food in small batches. 9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator. 10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING: 1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple. 2. Take at least two internal temperatures from each pan of food at various stages of preparation. 3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS: 1. Retrain any foodservice employee found not following the procedures in this SOP. 2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot. 3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time. 4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes. 5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING: Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment: In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Controlling Time and Temperature During Preparation PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation. SCOPE: This procedure applies to foodservice employees who prepare food. KEY WORDS: Cross-Contamination, Time and Temperature Control, Food Preparation, Temperature Danger Zone INSTRUCTIONS: 1.Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP. 2.Follow State or local health department requirements. 3.Wash hands prior to preparing foods. Refer to the Washing Hands SOP. 4.Use clean and sanitized equipment and utensils while preparing food. 5.Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP. 6.Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to 41 ºF or below before combining with other ingredients. 7.Prepare foods as close to serving times as the menu will allow. 8.Prepare food in small batches. 9.Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator. 10.If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP. MONITORING: 1.Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple. 2.Take at least two internal temperatures from each pan of food at various stages of preparation. 3.Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours. CORRECTIVE ACTIONS: 1.Retrain any foodservice employee found not following the procedures in this SOP. 2.Begin the cooking process immediately after preparation is complete for any foods that will be served hot. 3.Rapidly cool ready-to-eat foods or foods that will be cooked at a later time. 4.Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes. 5.Discard food held in the temperature danger zone for more than 4 hours. VERIFICATION AND RECORD KEEPING: Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency.The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment: In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Controlling Time and Temperature During Preparation PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation. SCOPE: This procedure applies to foodservice employees who prepare food. KEY WORDS: Cross-Contamination, Time and Temperature Control, Food Preparation, Temperature Danger Zone
INSTRUCTIONS: 1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP. 2. Follow State or local health department requirements. 3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP. 4. Use clean and sanitized equipment and utensils while preparing food. 5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP. 6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to 41 ºF or below before combining with other ingredients. 7. Prepare foods as close to serving times as the menu will allow. 8. Prepare food in small batches. 9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator. 10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING: 1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple. 2. Take at least two internal temperatures from each pan of food at various stages of preparation. 3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS: 1. Retrain any foodservice employee found not following the procedures in this SOP. 2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot. 3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time. 4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes. 5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING: Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment: In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Name : Rahmat Hidayat Student Number : C1L008011 Major: International Accountng
STANDARD OPERATING PROCEDURES on Ready-to-Eat (RTE) Products
Standard Operating Procedures (SOPs) can been defined as established or prescribed methods to be followed routinely for the performance of designated operations or in designated situations. They are very concise and specific step-by-step instructions. Establishments are encouraged to have SOPs for every task or activity in the facility.
Receiving Meat
1. Designated employee should verify that the raw material is from a company approved supplier. (Each plant should set supplier requirements and maintain a list of approved suppliers. It is recommended that review of records related to the specific product and an on-site audit of the supplier be conducted to make sure they are operating as the company desires. For example, a company may require that suppliers have an intervention step or that they are operating under HACCP systems.) 2. Designated employee should evaluate and document on a product receiving log the condition of truck, container and carriers of raw material upon arrival. Items for evaluation may include: ¨ Cleanliness of truck — no foreign materials, dirt, free of debris, free of off odors ¨ Temperature of truck — Temperature of the truck must be acceptable to maintain product temperature. Plant may set specific temperature. ¨ Condition of door seals ¨ General truck condition — void of cracks, insulation in good condition, etc. 3. If truck condition is acceptable, then designated employee should verify that incoming material meets plant purchase specifications and/or that required documentation is 4. If the product meets the purchase specifications, then the designated employee should evaluate the actual condition of the raw materials. 5. If incoming raw materials pass receiving inspection, then all raw materials should receive plant-specific tracking/coding information prior to entering the storage facility.
Storing Meat 1. Place fresh product into cold storage (recommend 35°F) and frozen product into freezers (recommend less than 10°F). 2. Complete plant specific storage records or product identification, so product will be used on a FIFO basis or according to plant product rotation/inventory control schedule. 3. Store products to maintain package/pallet integrity. It is recommended that combo bins have a protective covering (second cover) if they are being stored in racks and that the protective covering should be removed prior to entering the processing area where the primary covering is removed. 4. Procedures should be in place to maintain product integrity (i.e., prevent species contamination, drip contamination during storage, etc.)
Tempering/Thawing of Frozen Materials 1. Place frozen product in a tempering room that is <50°F and allow product to reach desired level of tempering or thawed state; actual time will vary depending on amount of product and type of packaging. (If the room temperature is higher than 50°F then one must evaluate the time/temperature relationship to reduce the risk of potential microbial growth on the surface of the product.) 2. The product should be monitored on a scheduled basis to prevent loss of package integrity and product drip, and to ensure that product drip does not contaminate other products. 3. The product temperature should be monitored and documented on a scheduled basis to ensure that the desired end temperature is not exceeded. 4. All of the products should maintain the plant-specific tracking/coding information to ensure proper traceability of product from receiving through to final end products.
Controlling Time and Temperature During Preparation
PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation.
SCOPE: This procedure applies to foodservice employees who prepare food.
KEY WORDS: Cross-Contamination, Time and Temperature Control, Food Preparation, Temperature Danger Zone
INSTRUCTIONS: 1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP. 2. Follow State or local health department requirements. 3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP. 4. Use clean and sanitized equipment and utensils while preparing food. 5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP. 6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to 41 ºF or below before combining with other ingredients. 7. Prepare foods as close to serving times as the menu will allow. 8. Prepare food in small batches. 9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator. 10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING: 1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple. 2. Take at least two internal temperatures from each pan of food at various stages of preparation. 3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS: 1. Retrain any foodservice employee found not following the procedures in this SOP. 2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot. 3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time. 4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes. 5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING: Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment: In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
An inside Peek at Wal-Mart's Standard IT Operation Procedure
(page 1)
Wal-Mart's CIO, Linda Dillman, gave a keynote in Las Vegas at the Forrester IT Forum 2006. Dillman presented practical insights into the IT function for one of the world's largest and most successful profit-oriented organizations.
IT strategy
Dillman outlined three principles for IT at Walmart. These reflect Wal-Mart's strategic, which guide development and deployment of all IT systems and capabilities. 1. Merchants First. IT personnel at Wal-Mart should be merchants first, and technologists second. IT talks to customers (users) not in terms of technology but in terms of the business. "Our users don't know much about our technology platforms or tools. They shouldn't care whether we are running mainframes or UNIX," she said. 2. Run Common Systems and Common Platforms. Wal-Mart runs a single system with a single set of code worldwide. "The first thing we do when beginning operations in a new country is to migrate store operations to our code," she said. "The cost advantages are huge: Our IT budget is well less than one-half a percent of sales. We can do this because we do not have to invest in multiple systems." In addition to the cost benefits, the single-system approach allows Wal-Mart to leverage best practices, which are embedded in the system, across regions. When up-and-coming executives transfer to a different part of the world, they have the same system and processes that they have been used to in their old job. This supports Wal-Mart's leveraging of human resources worldwide. 3. Centralized Information Systems. Wal-Mart runs all worldwide information systems out of its headquarters in Arkansas, with a second data center providing backup and failover. "A point-of-sale transaction entered in China comes back to Arkansas for credit card authorization and then returns to China to complete the sale," she said. "The whole process takes place in less than half a second." One benefit of this approach is that most of Wal-Mart's developers are in one place, allowing them to more easily collaborate. The second benefit is that the developers are located in the heart of the business, eating lunch with buyers and talking about issues in retailing. This keeps the developers tuned in with the real concerns and needs of the business. Regarding best practices, Wal-Mart takes a middle ground. On the one hand, it does not force all regions worldwide to do things exactly the same way. Nor does it let each region do its own thing. The middle ground is to define the best practices specifically for each region. Wal-Mart believes that some core functions apply to all regions. For example, "every day low price" can and should be applied in all markets, regardless of what the local managers think from their past experience. They do not need to do special price promotions. "When local managers change over to every day low pricing, they find that it does work and they never look back," she said. "This is non-negotiable." Other practices can vary by market, and when Wal-Mart finds a new best practice in a local market, the developers program it into the core system. "Localization is handled by turning things on or off. In some cases, we turn off large blocks of functionality for small markets, because it would just hurt their productivity," she said.
Dillman spoke about the growth of Walmart's digital network, now known as RetailLink, which was initiated in 1991 as a data warehouse providing daily sales data. According to Dillman, at the time, if they had done an ROI analysis on this initiative, they would have never approved it. "We just did it on gut instinct," she said. The development of Retail Link, by which suppliers today have access to sales, shipment, orders, returns and other data on their products in Wal-Mart stores, flies in the face of retail mentality. Traditionally, because knowledge is power, retailers and suppliers do not share information. But Retail Link has shown the value to both parties of making information available. Wal-Mart's RFID initiative has also shown the benefits of information sharing. Gillette, for example was able to tell from RFID data which stores did not get product out to the selling floor in time for a new product launch date and was able to discount such stores from their sales analysis. A smaller supplier that provides Christmas seasonal merchandise was able to track pallets through Wal-Mart's distribution chain. They saw that a group of pallets went into a DC but were not moving out to stores. They alerted the DC to the problem, which was able to expedite delivery to stores in time for the holiday season, saving the supplier from having to suffer lost sales and mark-downs.
Wal-Mart's Development Practices
Dillman was asked about Wal-Mart's view of buying versus building its applications and whether it was making use of service-oriented architectures (SOA) in development. She indicated that Wal-Mart does use some packaged applications for some functions, but for the "core" system, it is all in-house developed code. Regarding SOA, she took a pragmatic view. She indicated that SOA as a technology will not by itself lead to faster and more flexible software development. She attributed Wal-Mart's success in developing and extending its core systems to the fact that they write all their own code and do so in a highly modular approach. In recent years, as Wal-Mart's IT group has gotten much larger, it has had to formalize its best practices so that they can be promoted among all staff members. This, in her view, is more important than the technology of SOA.
PERSONAL COMMENTS: I just retieved altered view on WalMart. This could be good highlight too. Wal-Mart is famous for its support on the suppliers to do E-Business, and much of what is written about Wal-Mart in the technology press is from the perspective of the supplier that has to deal with Wal-Mart's commands. However, the explanation above just gave a different perspective--from inside Wal-Mart--and it shows how superb multi-national comapny uses IT extended into a competitive advantage, while spending much less on IT than most of its competitors. We all can learn from Wal-Mart IT system which provided much easier transactions while spending less in the technology operation itself. This is one of the factors of success of Wal-Mart.
Controlling Time and Temperature During Preparation
PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation. SCOPE: This procedure applies to foodservice employees who prepare food. INSTRUCTIONS: 1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP. 2. Follow State or local health department requirements. 3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP. 4. Use clean and sanitized equipment and utensils while preparing food. 5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP. 6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to 41 ºF or below before combining with other ingredients. 7. Prepare foods as close to serving times as the menu will allow. 8. Prepare food in small batches. 9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator. 10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING: 1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple. 2. Take at least two internal temperatures from each pan of food at various stages of preparation. 3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS: 1. Retrain any foodservice employee found not following the procedures in this SOP. 2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot. 3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time. 4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes. 5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING: Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment: In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Controlling Time and Temperature During Preparation.
INSTRUCTIONS: 1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP. 2. Follow State or local health department requirements. 3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP. 4. Use clean and sanitized equipment and utensils while preparing food. 5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP. 6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to 41 ºF or below before combining with other ingredients. 7. Prepare foods as close to serving times as the menu will allow. 8. Prepare food in small batches. 9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator. 10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING: 1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple. 2. Take at least two internal temperatures from each pan of food at various stages of preparation. 3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS: 1. Retrain any foodservice employee found not following the procedures in this SOP. 2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot. 3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time. 4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes. 5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING: Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment: In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Name: Thio Rizki Fauzi Yudhistira Student Number: C1L008033 International Accounting
Here, I submit my 2nd assignment. This is the SOP of BTPN, one of private banks existing in Indonesia. I take only one kind of operating procedures from the original standard operating procedure (SOP) of BTPN.
DEPOSIT EXTENSION
BACK OFFICE 1. Print the matured deposit report in every week for a maturity period of deposit, e.g. a week later and transfer it to the Customer Service to be followed up and to be informed to the customer.
CUSTOMER SERVICE
2. Before the maturity date of deposit, receive the matured deposit and follow it up to the customer. 3. If the customer agrees to extend their deposit, ensure that the interest rate is appropriate with Deposit Rate Time Table. a. If not, transfer it to the Funding Officer to process the submission of a particular agreement. (Check on Appendix V). b. If it’s fit, record the interest rate on the matured deposit sheet, sign it and transfer it to Back Officer to be processed.
BACK OFFICE 4. Receive the matured deposit sheet and print out the particular agreement email or form. 5. On the maturity date of deposit, suit the changes of interest rate based on the particular agreement email or form. 6. Submit the authority of the changes of interest rate by Authorized Officer in accordance with the limit of authorization. AUTHORIZED OFFICER *)in accordance with the limit of authorization Service Supervisor (SS)/Operation Supervisor (OpS)/Credit Acceptance Supervisor (CAS)/Branch Sales & Marketing Manager (BSMM)/Branch Operation Manager (BOM)/Sub Branch Manager (SBM)/Branch Manager (BM)/Area Business Leader (ABL)/ other officers in accordance with the structure that have similar function. 7. Verify the matured deposit report sheet and print out the particular agreement email or form. Ensure that the interest of deposit is appropriate with the valid table rate/the particular agreement is signed by the Authorized Officer. 8. Ensure the validity of input result and matured deposit report sheet and print out the particular agreement form. 9. Authorize and sign on the matured deposit report sheet and print out the particular agreement email or form. 10. Based on the matured deposit report, ensure that all matured deposit and the extended deposit have been maintained on its interest rate.
BACK OFFICE 11. Print the confirmation of deposit extension and advise the interest payment of deposit based on the request of the customer that has been received from Customer Service. 12. Transfer the confirmation of deposit extension and advise the interest payment to Customer Service by using the receipt. 13. Transfer the confirmation of deposit extension and advise the interest payment to the customer or Funding Officer (for submitting to the customer) using the receipt.
Name: Thio Rizki Fauzi Yudhistira Student Number: C1L008033 International Accounting
Comment: In my opinion, this kind of operating procedure is effective and efficient in process of deposit extension. The standard operating procedure leads every division to treat every transaction in accordance with the operating standards that have been established by the company, in this scope, in a bank. Every division directly and indirectly is being controlled by the company (bank) through the established operating procedure. The operating procedures were made not only to treat every transaction in accordance with banking regulations and to prevent the fraud of banking crime, it’s also intended to control every division in every transaction, what action should be done is exist in the established operating procedure. The SOP consists of procedures and limitation of authorization of every division. It makes every division knows and understands what action is their rights and what action is their duties. The treatments of every transaction were made systematically to ease in processing, storing, and accessing the data base. Establishing good, relevant and reliable operating procedure is very important in running any kinds of business. Good operating procedures mean good control, good control means good assurance of company’s success, good assurance means good return for the company.
Processing 1. It is recommended that the establishment utilize a validated HACCP system to control the identified hazards for RTE products. 2. Production employees should evaluate the chemical composition of the raw materials to ensure that proper formulation is obtained. 3. Production employees should evaluate the organoleptic properties for off odor, discoloration, improper appearance prior to allowing product to enter the batch. 4. Production employees should record batch identification information and times of batch production to maintain plant-specific tracking information. 5. Production employees should complete an evaluation of the equipment (grinders, defect eliminators, ovens, etc.) on a scheduled basis and the time of each evaluation should be recorded. 6. The product identification/tracking mechanism should identify specific processing lines. 7. Packaging and labeling employees are responsible for properly labeling end-products with product identity and code dates which include an expiration date, sell-by date, useby date, production date, etc. using a dating system according to company procedures. 8. Packaging and labeling employees are responsible for including all handling and storage information according to each product’s requirements.
Loading/Shipping of Finished Product(s) 1. Designated employee should evaluate and document the condition of truck, container and carriers of finished product prior to loading products. The following items should be evaluated: ¨ Cleanliness of truck — no foreign materials, dirt, free of debris, free of off odors ¨ Condition of door seals ¨ General truck condition — void of cracks, insulation in good condition, etc. 2. All RTE products should be handled properly to maintain the condition of the products. Therefore, it is recommended that the time the products remain on the loading and receiving docks should be controlled based on the temperature of the docks. 3. The loading/shipping employees should be aware of the products being transported and the proper handling techniques for those products. 4. Package integrity should be maintained during loading/shipping. 5. Product identification should be maintained through loading and shipping to ensure that the products can be traced if needed for recall and/or market withdrawal purpose.
ASMAUL HUSNA W.P C1L008002 Standard operating procedures on the Honda company Based on the field of business a company can be divided into the Company Manufacture and Service Company / Service. Preparation of SOPs in each company according to their activities determined by the Department in the company. For example, In the Company Manfacture large would be supported by a strong and reliable team, then they will need: 1. Ministry of HRD & GA 2. Ministry of Finance & Accounting 3. Marketing Department 4. Purchasing Department 5. Production Department
Now let we see one by one SOP what is in each Department. 1.Ministry of HRD & & GA This department oversees all activities associated with staffing and other general activities to support the activities of the company. Generally, this Department will be headed by one person in the same. For example, a general SOP grains in this department are: • Procedures Pengajihan • Travel Procedures • Medical Claim Procedure • Employee Attendance Procedures • Document Delivery Procedures • Office Equipment Maintenance Procedures
2. Ministry of Finance & Accounting The department is menbantu Company in terms of financial and accounting records of the company. And if viewed from its activities common SOPs that will be found in this department include: • Payment Procedure • Admission Procedure • Petty Cash Management Procedures • Loan Procedure
3. Marketing Department This department is as the spearhead of the Company in marketing their products. Common SOPs that will we find there are: • Promotion procedures • Search Procedure Prospective candidates Buyers • Distribution Procedure • Claims Procedure • Procedures after Sales Service • Billing Procedures
4. Purchasing Department This department helps the Company in terms of procurement of goods Perusahaanm good for production activities also support and corporate administration. In this department in general we will find: • Procedures for Requesting Printed Supplies / Materials • Booking Procedure Goods • Goods Receipt Procedure
5. Production Department Well this department is one of the most important, where the Department is all material processing activities carried out so be ready to be marketed Finih Good. Here also needs SOP variation is required in accordance with the type of goods produced. Maybe in general SOP in this department can be described as follows: • Raw Materials Acceptance Procedure • Procedures Processing / Production • Quality Control Procedures • Storage Procedures • Good Finish Expenditure Procedure
In my opinion, the standard operational procedure in the Honda is very good because in each department has its own operating standards. With the SOPs in each section so any work they can be controlled very well and is able to achieve the desired target so as to satisfy its customers.
KUSRINA LESTARI C1L008035 The standard operational procedure on McDonald’s Corporation about waste reducation policy 1. Effectively managing solid waste. We are committed to taking a "total lifecycle" approach to solid waste, examining ways of reducing materials used in production and packaging, as well as diverting as much waste as possible from the solid waste stream. In doing so, we will follow three courses of action: reduce, reuse and recycle. 2. Reduce. We will take steps to reduce the weight and/or volume of packaging we use. This may mean eliminating packaging, adopting thinner and lighter packaging, changing manufacturing and distribution systems, adopting new technologies or using alternative materials. We will continually search for materials that are environmentally preferable. 3. Reuse. We will implement reusable materials whenever feasible within our operations and distribution systems as long as they do not compromise our safety and sanitation standards, customer service and expectations, nor are offset by other environmental or safety concerns. 4. Recycle. We are committed to the maximum use of recycled materials in the construction, equipping and operations of our restaurants. We are already the largest user of recycled paper in our industry, applying it to such items as tray liners, happy meal boxes, carry out bags, carry out trays and napkins. Through our "McRecycle" program, we maintain the industry's largest repository of information on recycling suppliers, and will spend a minimum of $100 million a year on the use of recycled materials of all kinds. We are also committed to recycling and/or composting as much of our solid waste as possible, including such materials as corrugated paper, polyethylene film and paper. We will change the composition of our packaging, where feasible, to enhance recyclability or compostability. In my opinion: The standard operational procedure on McDonald’s Corporation about waste reducation policy is very effective and efficience. Because they are not only concerned with corporate profits but care about the environment.
Name: RATNATI Student number: C1L008017 Major: International accounting
Hi sir ...
This is the example of the standard operating procedure on a franchise company.
Now all people consume variety of products. That can causes the market began to grow rapidly that it can be a business opportunity for many people. One of the most preferred form of market is mini market. Why minimarket? because we can easy to find it and in addition, the selling price product is similar with price products in traditional markets. And one of the famous mini market in Indonesia is Alfamart.
As we know, Alfamart is famous retail distributor which is oriented to the empowerment of small entrepreneurs through franchising. There are several standard operational procedures that must be met if you want to do business franchise with Alfamart, that are:
1. Entities (CV, PT, etc) 2. Indonesian Citizen (WNI) 3. Been / will have a location with an area sales min. 80m2 4. Meet the licensing requirements in accordance with applicable provisions 5. Willing to follow the system & procedures applicable in Alfamart 6. Setting up investment funds to have a shop Alfamart
Comment:
In my opinion, applied of standard operational procedures who made by Alfamart management very effective and efficient to develop the business as a retail company so many people can start a franchising business with small equity. But because of standards operational procedures that are easy to applied, many Alfamart was opened very close so that the expected profit not maximized. So management not only give attention to develop franchise business but must also consider to product marketing strategy.
FSIS PRE-HACCP Sanitation Standard Operating Procedures (SSOP)
As we know that Standard Operating Procedures (SOP) is operating procedures are powerful tools for seizing control of work procedures. It is the same things with sanitation SOP that I have send to your email. U.S. Department Agriculture from Food Safety and Inspection Service (FSIS) made it to provide instructions to achieve uniformity of the performance of sanitation in the all of United States of America. Sanitation SOP’s are the establishment’s commitment to FSIS that they will consistently provide a sanitary environment for food production. Actually, it really important for the people health’s because food is the main necessary for them. However, through this SOP, FSIS will verify that the sanitation SOP’s are being implemented and that they are effective in preventing direct product contamination and adulteration.
As an action control, FSIS made 20 blocks as the role of inspectors in order that they can always control the operational of sanitation through this uniformity. For example, in the Block 1, as their action control, FSIS inspection personnel will be sure they : a.Know the regulatory requirements for Sanitation SOPs b.Have the equipment, supplies, and references needed to perform and document inspections finding; and c.Have access to pertinent plant records of documentation. This step they use in order that producer know how to make the hygieniec and health food.
Thus, this SOP controls the sanitation of food products that are sold in their country. In additional, this SOP helps maximum safety for consumer’s health and operational efficiency for the FSIS inspectors.
Standard Operating Procedure (SOP) / Standard Operating Procedure is a technical manual that contains a standard set of instructions that describe the activities and processes that take place within a company. SOP serves to define all essential concepts and techniques and requirements needed, poured in a form that can be directly used by the organization's personnel in conducting their daily activities. Thus, the objective need for SOP in a company is to provide a shared perception of all personnel involved, giving an understanding of each step detail the activities to be implemented - so as to maintain consistency in the company's operations, and quality of products or services produced. Some steps that describe a method for preparing SOP is as follows: Determining goals A procedure will be run effectively and efficiently if it has specific objectives to be achieved. With specific goals, then the whole process and instructions are prepared to give clear direction, and able to be the benchmark in assessing the success of the implementation of SOPs. It also serves a benchmark in the evaluation process of the SOP document itself, and evaluating the ability of personnel to run. Perform internal evaluation This stage is the review, coordination and communication between the company's policy makers, and all personnel involved. The evaluation was done to obtain input and recommendations from the personnel involved in order to sharpen the objectives, minimize the gap factor, eliminating the editorial inaccuracy, clarify instructions, and clarify the methods of implementation.
Comments: In my opinion it is very good SOP for an organization or company because SOP memberiakan clear rules so that all can be controlled, except that documents in use are standard making it easier for employees to remember.
Name : Arindra Philanditano SN : C1L008056 Major: International Accounting
Standard Operating Procedures for an Ambulance Company
# An ambulance company has a weighty responsibility: transferring infirm or injured persons from one place to another in the most safe and efficient way possible. For this reason they must follow standard operating procedures to properly handle these duties. Individuals who operate or accompany ambulance vehicles must be qualified and well-trained. Training # Training is the key for an ambulance operation. Each member of the ambulance team is required undergo yearly in-service training to hone skills and learn new policies and procedures. Training is centered on ambulance operation, patient care, health and safety, stress-management scene support and call mechanics. Health and Safety # Ambulance equipment must be maintained and personnel readied to meet all safety and health specifications. For example, ambulance personnel must complete a tuberculosis screening and have the hepatitis B vaccination. All personnel must also know how to protect themselves and other crew members from disease or injury. The Occupational Health and Safety Administration places specific regulations on handling blood-borne and airborne pathogens. Personnel must adhere to infection control by acquiring personal protective equipment such as gloves, facial masks and protective eyewear. They must also follow an exposure control plan. Safety plans include office and ambulance regulations and are an essential part of training as well. License # For continued operation of an ambulance, license renewal is required every two years. Licenses are renewed only if companies reapply according to individual state guidelines and keep operations in compliance with safety, health and training regulations. Uniforms # Uniforms are a basic regulation. Ambulance personnel must wear the mandatory approved uniform. Approved uniforms for any individual ambulance company may include a name badge, photo identification and the company name or logo. The uniform should not state or suggest that the company is in affiliation with another company or agency. Certifications may be shown as the company sees fit---with patchwork, for instance. Vehicle Operation # Ambulance vehicles should be staffed and operated on the most professional level at all times. For this reason no person can staff or operate an ambulance while under the influence of alcohol or drugs. The operator cannot drive in a reckless manner, at excessive speeds or while engaged in illegal conduct. Patient Care # While performing patient-care duties, personnel may never leave a patient alone or give out any patient information in relation to medical status or condition, unless it's to the appropriate parties. They must treat patients with professionalism and care at all times. They should always respect the patient's privacy regarding changing clothes or other personal privacy issues.
comment :
in my opinion sop is very usefull in some company.
Mustika Adi Sri Wijayanti C1L008026 International Accounting
Standard Operating Procedures in Mandiri Laundry
Standard Operating Procedure is a rule in an organization that describes a routine procedure. SOP is needed by an organization to achieve organizational goals effectively and efficient. -Empolyee Procedure 1. Parts of reception and cashier 2. Parts of washing 3. Parts of iron and packaging Performed work shift and rolling the task to be more restrained and controlled.
-Procedure for handling costumer 1. Doing by the costumer acceptance an administration/cashier receive dirty clothes , separeted clothes if there are easily washed out colour, weighted and calculating the number of units clothes, make bill payment and choose the fragrance of parfume 2.Washing. Dirty clothes put in boxes according the name, and use the machine standard and detergen 3. Clean Clothes Iron. Ironing must be ironed one box to complete before switching to the other box and a good way of ironing is to notice that the fabric will pressed 4. Packaging. Packaged by using plastic packaging and matched with bill. 5. Acceptance and Payment. Consumer who would take the laundry, must show the bill. after payment is complete, the bill is being labeled " LUNAS " and the 2nd bill archieved as proof of transaction.
Comment : I think SOP in Mandiry Laundry is good, effective and efficient. But there are still need of improvement such as costumer complaints in the event. Whether it's losing clothes, faded or damage. Mandiri Laundry must anticipate this because it's not impossible these event accur. And it must be responsibility by the laundry or giving free voucher of costumer who experience dissapointment. it will be good before it is weighed first checked his clothes. This will prevent unwanted accidents.
A consumer boycott infl icts a multi-layered impact on a public fi rm. Beyond the direct impact on the target ’ s sales and reputation, there may be secondary impacts on its relations with stakeholders, and hence on its ability to communicate in order to manage these relations. These effects may profoundly and durably alter the position of a fi rm vis- à -vis its stakeholders. They may also lead or contribute to depreciation of the fi rm ’ s market capitalization. All these dynamics were present in the subject of this paper, a consumer boycott that hits Danone SA, the French multinational food and beverage fi rm, in the spring of 2001 and its aftermath, channeled by the emergence of new forms and effects of media.
The second stream observes that, at least in certain sectors of the economy, reputational risks for a fi rm can lead to ‘ loss in the value of a fi rm ’ s business franchise that extends beyond event-related accounting losses and is refl ected in a decline in its share performance metrics ’ ( Walter, 2006 ). This stream also draws on research into the ‘ intangible ’ factors – that is, factors besides physical assets – which contribute to market valuation, and which have been calculated as comprising up to fi ve-sixths of the market capitalization of the S & P 500 fi rms ( Lev, 2001 ). 1 We will argue that these two streams of theory may be convergent under certain conditions. Specifi cally, by abjuring dialog in a crisis situation, a fi rm can greatly magnify the risks to the reputation of its leadership, and consequently to its market capitalization. A further contribution concerns a new role played by media in organizational crises. Key stakeholders now possess media of their own, which are available in printed or electronic form to infl uential publics. Thus, whether or not the news media declare that a confl ict is over and one of the parties has won or lost may have virtually no effect on continuing coverage in stakeholder media. And this stakeholder coverage, contrary to received wisdom, may have far greater and more durable impact on real-world outcomes than the verdict of mainstream media. After reviewing key background and events in the 2001 boycott of Danone SA, we will present evidence that Danone ’ s apparent victory over protestors was achieved at the cost of damaged relations with fi nancial analysts, and that this damage corresponded to signifi cant changes in the fi rm ’ s market valuation. (We have separated news and analyst reports from scholarly references; the former appear in footnotes. 2 ) In our closing discussion, we will propose alternative communication strategies for fi rms faced with similar confl icts and hypotheses for further research.
Danone SA: A Model of Corporate Social Reputation By the end of 2000, Danone SA was a French ‘ national champion ’ in more ways than one. Beyond its status as Europe ’ s thirdranking food and beverage fi rm behind Nestle and Unilever, the fi rm had embarked on a double strategy of consolidation within Western Europe and global expansion. France still provided 28.5 percent of the fi rms ’ 14.3bn euro sales and 33.8 percent of profi ts, 3 and surveys consistently showed that Danone ’ s brand was the country ’ s most admired and trusted. Remarkably, although the group was engaged in virtually continuous restructuring, rationalization helped build its social reputation; the fi rm ’ s policies for displaced workers were widely regarded as exemplary. Founder Antoine Riboud ’ s son Franck, who had become chief executive in 1996, extended that tradition by making Danone one of the fi rst French fi rms to invest in corporate social responsibility initiatives. The fi rm ’ s reputation was equally high in the fi nancial community. Franck Riboud refocused the group on fresh dairy products,
bottled water and biscuits. Analysts at ING Barings expressed a consensus when they applauded ‘ management ’ s unwillingness to make acquisitions that could destroy shareholder value. ’ 4 Nonetheless, analysts underlined that Danone had more biscuit capacity than any other fi rms in Europe. Management ’ s studies of how to reduce that capacity were leaked with massive consequences. Revelation and Silence On 10 January, 2001, France ’ s daily paper of record, Le Monde , shouted the front-page headline: ‘ Danone prepares to suppress 3,000 jobs in Europe, including 1,700 in France. ’ Danone confi rmed to Le Monde that the fi rm had ‘ clearly too much capacity ’ in biscuits, but refused further comment on the grounds that under French law any information must be given fi rst to union representatives. Nonetheless, the group declared itself a ‘ victim ’ of a ‘ destabilization campaign ’ and fi led a complaint asking prosecutors to determine Le Monde ’ s sources, thus implicitly confi rming the journal ’ s scoop. 5 Danone ’ s response clearly aimed at avoiding risks that restructuring would be overturned by judicial challenges from unions. Strikes immediately broke out at the fi rm ’ s biscuit plants. In one plant, workers allowed unbaked dough to harden like concrete in its receptacles, an unprecedented protest. 6 The fi nancial community, however, largely welcomed the news. While some analysts recognized that Danone ’ s plan would involve social, legal and perhaps political diffi culties, more typical were the analysts at ABN-Amro who raised their rating from hold to add: ‘ In the absence of a substantial acquisition, we have expected Danone to achieve the slowest rate of EPS growth among the European majors [in its sector]. The rumoured restructuring of its Biscuits division … suggests we may well have underestimated the scope for further restructuring savings from the group. ’
Standard Operating Procedure Factory Cleaning Procedure At Sydco, several different classes of rubbish exist that must be disposed of separately by different means. - Filled Product Security Waste This type of waste is placed in specially labelled bins "Filled Product Security Waste". It is then placed in a yellow disposal bin held in the rubbish holding area for disposal by shredding. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas on a DAILY basis. - Non-Filled Product Security Waste This type of waste includes empty product containers and product labels. It is to be placed in the bins labelled "Security Waste". These bins are taken to the WIP area in the Warehouse for shredding. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas on a DAILY basis. - General Waste This type of waste collection includes most rubbish from Offices, floors, Cafeteria, etc. It is to be bundled into plastic bags and placed in a disposal bin in the rubbish holding area. Removal of this rubbish from the Laboratory, Offices and Canteen into the disposal bins is the responsibility of the CLEANERS. Canteen rubbish is the responsibility of the Caterers and must not be taken through the Production area for disposal. - Glass containers and broken glass The items are to be kept SEPARATE from soft paper, etc. to avoid accidents, then placed into boxes and/or plastic bins before transferring to the general waste disposal bin. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas.
Comment.. I think Standard Operational Procedure is very important in every kind of business. With standard operational procedure it can make minimize false/eror, manage and control the actions of their employees, and their activity that must do. So they can be controlled very well and is able to achieve the desired target so as to satisfy its customers.
Standard Operating Procedure Factory Cleaning Procedure At Sydco, several different classes of rubbish exist that must be disposed of separately by different means. - Filled Product Security Waste This type of waste is placed in specially labelled bins "Filled Product Security Waste". It is then placed in a yellow disposal bin held in the rubbish holding area for disposal by shredding. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas on a DAILY basis. - Non-Filled Product Security Waste This type of waste includes empty product containers and product labels. It is to be placed in the bins labelled "Security Waste". These bins are taken to the WIP area in the Warehouse for shredding. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas on a DAILY basis. - General Waste This type of waste collection includes most rubbish from Offices, floors, Cafeteria, etc. It is to be bundled into plastic bags and placed in a disposal bin in the rubbish holding area. Removal of this rubbish from the Laboratory, Offices and Canteen into the disposal bins is the responsibility of the CLEANERS. Canteen rubbish is the responsibility of the Caterers and must not be taken through the Production area for disposal. - Glass containers and broken glass The items are to be kept SEPARATE from soft paper, etc. to avoid accidents, then placed into boxes and/or plastic bins before transferring to the general waste disposal bin. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas.
Comment.. I think Standard Operational Procedure is very important in every kind of business. With standard operational procedure it can make minimize false/eror, manage and control the actions of their employees, and their activity that must do. So they can be controlled very well and is able to achieve the desired target so as to satisfy its customers.
Name : Andreawan Eka S Student Number: C1L008016 Major : International Accounting
This is the example of Standard Operating Procedure for Corporate Executives on Preparedness and Response Standard Operation Procedure 1. Activity Every emergency procedure responds to an activity that has to be done during an emergency caused by the threat or impact of a natural or man-made hazard. The identified activities include: Preparedness (non structural measures): • Operational readiness of facilities, infrastructure and equipment in the face of an emergency • Setting up of Emergency Operations Centre (EOC) and the requirements for the same (infrastructure, communications, staffing, inventory, logistical support) • Regular updating of resource inventory after a stipulated time period • Updating on the world disasters, their response and incorporating learning from the best practices. • Awareness generation and capacity building • Incorporation of training for skill enhancement for those responsible in emergency situations Response: • Overall direction and coordination for the authority in-charge with the government administration • Emergency warning and its dissemination through pre-identified channels • Rapid damage assessment and effective reporting • Search and Rescue (including that from the collapsed structures) • Assessment of medical need and response • Temporary shelter management – (requirements for clothing and food) • Law and order maintenance • Logistical arrangements • Coordination with local, national and international NGOs, GOs as well as multilateral and bilateral agencies to avoid duplication of work. • Media management • Animal care • Handling of fatalities
In my opinion: Standard operating procedure is critical for companies to do an act in order not wrong in doing a job, the operating standards for the executive on the preparedness and response is critical because the human soul involves alertness because it is required by the executive to follow procedures that have been listed.
Over the next two weeks, protest widened to the political sector and the public. A survey showed that 85 percent of the French supported the unions, and the Minister of Employment supported a proposed law to stop fi rings at profi table companies. Franck Riboud granted an interview to the centerright daily Le Figaro in which he assumed direct responsibility for resolving the crisis: ‘ As president, I affi rm to all our employees that the group … won ’ t change, and I personally guarantee it. We pursue a project that is both economic and social, and I am proud to affi rm it. ’ Meanwhile, Danone lost control of access to its Evry biscuit plant, which became ‘ a major center of anti-globalist opposition. ’ An attempt by the plant manager to block access to a Trotskyite municipal council member failed when he had himself named a union delegate. 8 Danone ’ s Attempt to Seize the Moral High Ground is Undercut by Events On 29 March, Danone presented a plan of social measures for displaced workers that went well beyond those required by French law, and which the fi rm expected would re-establish its credentials as a company that took care of its people. 9 While the law required that redundant workers be offered one alternate position within their fi rm, Danone promised to fi nd three opportunities inside the group for every downsized worker, and to help fi nd jobs in other fi rms for those who did not accept its offers. The group also promised to pay all relocation costs for workers taking these opportunities, which it was not required to do. Indemnities would be paid to workers or their spouses who suffered a loss of salary in moving – again, a measure not required by law. Danone further surpassed the law by offering to fi - nance up to two trips for employees and their families to cities where a job was open and to pay for training for displaced spouses, and by offering to help evaluate and fi nance self-employment projects for employees who
Over the next two weeks, protest widened to the political sector and the public. A survey showed that 85 percent of the French supported the unions, and the Minister of Employment supported a proposed law to stop fi rings at profi table companies. Franck Riboud granted an interview to the centerright daily Le Figaro in which he assumed direct responsibility for resolving the crisis: ‘ As president, I affi rm to all our employees that the group … won ’ t change, and I personally guarantee it. We pursue a project that is both economic and social, and I am proud to affi rm it. ’ Meanwhile, Danone lost control of access to its Evry biscuit plant, which became ‘ a major center of anti-globalist opposition. ’ An attempt by the plant manager to block access to a Trotskyite municipal council member failed when he had himself named a union delegate. 8 Danone ’ s Attempt to Seize the Moral High Ground is Undercut by Events On 29 March, Danone presented a plan of social measures for displaced workers that went well beyond those required by French law, and which the fi rm expected would re-establish its credentials as a company that took care of its people. 9 While the law required that redundant workers be offered one alternate position within their fi rm, Danone promised to fi nd three opportunities inside the group for every downsized worker, and to help fi nd jobs in other fi rms for those who did not accept its offers. The group also promised to pay all relocation costs for workers taking these opportunities, which it was not required to do. Indemnities would be paid to workers or their spouses who suffered a loss of salary in moving – again, a measure not required by law. Danone further surpassed the law by offering to fi - nance up to two trips for employees and their families to cities where a job was open and to pay for training for displaced spouses, and by offering to help evaluate and fi nance self-employment projects for employees who
decided to leave the group. The plan also addressed charges that the group was turning its back on certain communities by offering to help fi nance acquisitions of the plants Danone was closing. Most originally, perhaps, Danone proposed to ‘ reinforce the economic fabric ’ of the affected communities by fi nancially supporting the prospection and implantation of new enterprises, infrastructures and local initiatives, as well as giving technical support to SMEs that could hire Danone ’ s former employees. And, Danone would close only two plants in France (and not seven, as Le Monde had reported) and others in Hungary and Italy. But events did not favor Danone ’ s bid to re-establish its positive image. That same day UK-based retailer Marks & Spencer abruptly closed a major store in the heart of Paris. Public outrage at this move ricocheted onto Danone. Opinion polls showed that 70 percent of the French still supported Danone ’ s workers, and 90 percent said that profi table companies should not be allowed to fi re workers. 10 The Boycott is Launched At the beginning of April, Communist and Socialist mayors of big towns ordered their hospitals, schools and cafeterias to stop buying Danone products. Rapidly, endorsements grew – from a mutualist supermarket chain and postal workers ’ and bank unions, to four more cities, and then the Green Party, and then France ’ s leading anti-globalist association, Attac, and then about 100 of the deputies in the National Assembly, covering the full spectrum of Leftist parties. Le Figaro observed that such a ‘ political boycott ’ was ‘ a fi rst in France. ’ 11 A copycat boycott began in Hungary. Danone had said it would close the plant that fabricated the iconic national biscuit brand, Gyorki Keks. The mayor of Gyorki immediately announced a boycott and threatened to sue if Danone continued to fabricate biscuits sold as Gyorki Keks in plants elsewhere. On 20 April, the Hungarian government offi cially announced that it ‘ expressly insists on [Danone] keeping the Gyorki biscuit factory in operation. ’ 12 (Within the year, Danone rescinded its plans to close the Gyorki plant.)
decided to leave the group. The plan also addressed charges that the group was turning its back on certain communities by offering to help fi nance acquisitions of the plants Danone was closing. Most originally, perhaps, Danone proposed to ‘ reinforce the economic fabric ’ of the affected communities by fi nancially supporting the prospection and implantation of new enterprises, infrastructures and local initiatives, as well as giving technical support to SMEs that could hire Danone ’ s former employees. And, Danone would close only two plants in France (and not seven, as Le Monde had reported) and others in Hungary and Italy. But events did not favor Danone ’ s bid to re-establish its positive image. That same day UK-based retailer Marks & Spencer abruptly closed a major store in the heart of Paris. Public outrage at this move ricocheted onto Danone. Opinion polls showed that 70 percent of the French still supported Danone ’ s workers, and 90 percent said that profi table companies should not be allowed to fi re workers. 10 The Boycott is Launched At the beginning of April, Communist and Socialist mayors of big towns ordered their hospitals, schools and cafeterias to stop buying Danone products. Rapidly, endorsements grew – from a mutualist supermarket chain and postal workers ’ and bank unions, to four more cities, and then the Green Party, and then France ’ s leading anti-globalist association, Attac, and then about 100 of the deputies in the National Assembly, covering the full spectrum of Leftist parties. Le Figaro observed that such a ‘ political boycott ’ was ‘ a fi rst in France. ’ 11 A copycat boycott began in Hungary. Danone had said it would close the plant that fabricated the iconic national biscuit brand, Gyorki Keks. The mayor of Gyorki immediately announced a boycott and threatened to sue if Danone continued to fabricate biscuits sold as Gyorki Keks in plants elsewhere. On 20 April, the Hungarian government offi cially announced that it ‘ expressly insists on [Danone] keeping the Gyorki biscuit factory in operation. ’ 12 (Within the year, Danone rescinded its plans to close the Gyorki plant.) Quality Policy Schweppes Zimbabwe Limited (SZL) will be the leading provider of superior quality, branded, still and non-alcoholic beverages for every consumer need in our chosen markets. SZL management and staff are committed to consistently produce high quality beverages and maintain the highest standard of product safety in a cost effective manner. The following measures have been adopted in order to meet and exceed consumers, customers, shareholders as well as legal authorities’ expectations: • Comply with The Coca-Cola Management System (TCCMS), ISO 9001: 2008 standard requirements and applicable legal requirements. • Implementing and maintaining a food safety management system in compliance with TCCMS (3) and SANS 10330:2007 requirements. • Establish, measure and timely review key objectives and metrics. • Effectively communicate the quality policy to the organization and ensure its clear understanding within the organization. • Review the Quality Management System regularly for continuing suitability. • Provision of resources to ensure effective implementation
Quality Policy Schweppes Zimbabwe Limited (SZL) will be the leading provider of superior quality, branded, still and non-alcoholic beverages for every consumer need in our chosen markets. SZL management and staff are committed to consistently produce high quality beverages and maintain the highest standard of product safety in a cost effective manner. The following measures have been adopted in order to meet and exceed consumers, customers, shareholders as well as legal authorities’ expectations: • Comply with The Coca-Cola Management System (TCCMS), ISO 9001: 2008 standard requirements and applicable legal requirements. • Implementing and maintaining a food safety management system in compliance with TCCMS (3) and SANS 10330:2007 requirements. • Establish, measure and timely review key objectives and metrics. • Effectively communicate the quality policy to the organization and ensure its clear understanding within the organization. • Review the Quality Management System regularly for continuing suitability. • Provision of resources to ensure effective implementation
The organisation has determined and implemented effective arrangements for communicating with customers in relation to product information, enquiries, order handling, including amendments and customer feedback, including customer complaints. Training is offered to key customers on the characteristics of the product, for example handling and storage conditions. The organisation also sends all the key customers information on price changes, product re-launches and label and package changes. The organisation has also implemented a procedure for monitoring consumer contacts. Refer to Customer & Consumer Response Program SZ-SM-PR-01
NAME : ANINDITA PERMATASARI STUDENT NUMBER : C1L008010 MAJOR : INTERNATIONAL ACCOUNTING
SOP Annual Leave Application
NATIONAL DEPARTEMEN PENDIDIKAN UNIVERSITY BENGKULU Cage Highway Lemonade Bengkulu Tel. 21170-21884 -20236 Fax (0736) 20 236 Zip Code 38371A Number: PK-C05 Date: March 4, 2005 Revision Date: March 3, 2005 Standard Operating Procedure Submission of Annual Leave
The legal basis:
Procedure: 1.employee who will file annual leave, annual leave must fill out a form, and submit the completed form to the employee to be tested on the remaining leave entitlements; 2.employee who filed leave to sign the submission form and submit to immediate supervisor concerned and the competent authority to provide leave for signature; 3.manager directly handed to the employee concerned. 4.employee who perform on leave should inform the supervisor immediately after carrying out on leave.
Name : Nursolihah Mushanda Student Number : C1L008046 Majority : Internatonal Accounting
This is the example of Standard Operating Procedure in Flight Safety Foundation ALAR Toolkit. The Flight Safety Foundation (FSF) Approach and Landing Accident Reduction (ALAR) toolkit is a collection of tools and awareness material designed to help reduce the frequency and severity of approach and landing accidents and incidents, including controlled flight into terrain accidents. The toolkit is the product of work which was carried out by the FSF international ALAR Task Force and published in 1998.
I take this SOP, because in Indonesia there are so many accident happened at our national airlines. So, I think it was great example.
In my opinion standard operational procedure is the most essential thing after planning step of company. SOP in FSF-ALAR serve manual section that could be directly implemented by the crew.
The ALAR provide Standard Operating Procedure not too long just like the other. They provide effective and comprehensive also clear ways to explain the operating procedures. from this example. We already knew that SOP should be the notes of activity chain that could be implemented directly, not just "long text"that makes us sleepy.
Comments : In my opinion, the standars Operating prosedures is very important in an organization or a firm. The example SOP above on Cooperation Ready-to-Eat (RTE) Products. in the SOP is a lot of regulations governing standards of product quality and standards of an employee to do work, and other aspects to systematically record all current business policies, processes and procedures currently followed, to clearly indicate the flow of actions performed from beginning to end of the process chain to inculcate a culture of control consciousness Among process owners and operatives, to Observe shortcomings in these policies, processes and procedures and make recommendations Suitable for improvements in the policies, process effectiveness, process efficiency, internal controls and compliance, as applicable.
Name : Anggun Parassuci Adely NIM : C1L008051 Major : International Accounting
Sir, I post my assignment in several page because the character is too long.
PAGE 1 : STANDARD OPERATING PROCEDURE WESTLINE
To : All Perspective BUYER and SUPPLIER Due to the many failed coal contract and shipment in Indonesia we see an opportunity to be a specialized consultant in Indonesian representing our International clients, who are not familiar with the coal buying/selling and trading system in Indonesia. Our company has done research and study about problem in Indonesia coal business since 2007 and thus set-up teams of professional to assist our international clients to negotiate, co-ordinate, supervise and administer from contract to shipment stage. Below is our S.O.P in dealing with each coal contract/shipment. a. Prospective BUYERS would fill up our version of the draft contract provided with their detail and requirement. Once the draft contract is duly filled by the BUYER, we would then source for funder provider and seller to accept all the terms and condition as per our draft contract. For both BUYER & SELLER, if there is addition and/or changes that are required on our draft contract, they would let us know the article no. and we would then review and confirmed with the relevant parties before we make the amendments at our end and send back to the BUYER/SELLER. It would take between 5-7 working days for us to confirm with funder and get coal allocation. (We would approach at least 10 prospective SELLERS/FUNDERS for each duly filled draft contract from the BUYER). We have large network of sourcing team, marketing team, partners, and authorized representative in both local and international market. b. We would invite any seller to sign and sealed the contract if they accept the terms which we have mentioned in the contract agreed and accepted by the BUYER. Seller would also have to sign a declaration letter (see Annex A) that they would agree to submit copy of the document listed in the declaration letter. c. Once the SELLER have sign the contract we would give them 5 working days to provide us all documents in terms of company legalities, past experience and funder commitment letter (see Annex B) or self-funding commitment (see Annex C) letter as per the attached SUPPLIER declaration format that we have prepared. d. For the BUYER we would also request to sign a commitment letter about the dateline to open the L/C (see Annex D). This letter would be Cc to the BUYER respective embassy in Indonesia in case BUYER failed to issue the L/C without valid reasons. (We don’t want BUYER to simply sign contract, wasting everybody time when actually prospective BUYER are fully aware that they are either not in the position to issue the L/C or they have no firm contract with their respective end user).
Name : Anggun Parassuci Adely NIM : C1L008051 Major : International Accounting
Sir, I post my assignment in several page because the character is too long.
PAGE 3 : STANDARD OPERATING PROCEDURE WESTLINE
Comment : This is my first experience in reading Standard Operating Procedure (SOP) of a company. And I find one Standard Operating Procedure from a company in Indonesia, Westline Company. After I reading its Standard Operating Procedure, I notes several important things, I recognize the background of this company, and how they doing all procedure in their company. The Westline company realize that there are so many failed coal contract and shipment in Indonesia. From here, they has done some research and study about that in Indonesia since 2007. They decide to be a specialized consultant to representing International client. To negotiate, co-ordinate, supervise, administer from contract to shipment stage. So, they created the Standard Operating Procedure in dealing with each coal contract/shipment. The SOP mentioned about the rules to sign the draft contract, it would make the company easier to confirm with funder and get coal allocation. Besides, the SOP mentioned about the commitment letter which have to sign by the BUYER to open the L/C. When the BUYER issued the L/C the company will inform the SELLER before the company would go for mine site visit. And the company always checked abd verify some MOU between the parties. Finally, if both of them feel satisfied the company would get the SELLER to endorsed on the above cargo readiness letter and then sent it to our BUYER. This SOP very effective to negotiate, co-ordinate, supervise, and administer the cooperation between buyer, seller, and the company itself. In this my assignment I have some format example of the letter, its include Sample Declaration Letter, Sample Funder Commitment Letter, Sample Self-Funding Commitment Letter, Sample of BUYER Commitment Letter to Issue L/C, Sample Cargo Readiness Letter. But its difficult to post it in your blog. So I sent it to your assignment e-mail, it will easier if you want to read it. Thank you.
This organization will consistently follow the control procedures herein listed in all beverage outlets under its management.
PRIMARY CONTROL IMPLEMENTATION AND RESPONSIBILITY:
The Controller/DOF is primarily responsible to ensure that a comprehensive system of internal controls is put into operation within all food and beverage outlets. The Director of Food and Beverage is responsible to ensure that the controls put into operation are consistently implemented and put into practice in all food and beverage outlets.
PROCEDURE:
The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls:
All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders. Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions. Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF. Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval. Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly. Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls: All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services. All beverage product received must be received by an approved Manager/Supervisor. As items are received they must be checked as follows: o Each item must match the ordered specification with regard to brand and size of container. o Each item must be verified to the quantity ordered. o Each item must be verified to the invoice. o Items purchased by quantity per case must be verified to the case received. For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following: o The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc. o The signature of the driver. o The amount of the credit in quantity, price and extended total credit amount. A credit log must be maintained and reconciled with the general ledger on a weekly basis. o A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
Requisitioning Beverage from Storage: Beverage requisitions must be filled out by the night shift for each beverage outlet and left for the Receiving department to fill the next day. Liquor requisitions must be accompanied by an empty bottle for each bottle of liquor being requested from inventory. Liquor requisitions will only be filled in a bottle-for-bottle exchange. When liquor is being issued to outlets, the Receiving person filling the requisition must examine the bottles to find the non-removable sticker on each bottle. Any empty bottles without the hotel’s unique tag will be reported to the Controller/DOF and Food and Beverage Director. For wine being requisitioned, a system of comparing bottles of wine sold individually and by the glass as evidenced by the Beverage Abstract Reports from the Point of Sale system for the prior day to the requisitioned bottle count must be maintained. Wine should then be issued according to the Abstract Reports. A bin tag system should be utilized for all outlet wines. Bar pars must be spot checked weekly to ensure proper stock and to look for bottle tags.
Inventory and Storeroom Control: Keys to beverage storeroom(s) should be available only to the Beverage Purchaser, Beverage Management and Food and Beverage Director. All beverage storage areas must be kept secured at all times.
Cost Management Controls: Pricing Controls: Wine menus must be cost-extended prior to implementation of any menu item to ensure proper pricing. Liquor, beer and soda pricing must be reviewed at least semi-annually. Dispensing Controls: Liquor dispensing systems must be calibrated at least quarterly. Where dispensing systems are not used, all liquor must be poured using a one ounce jigger, and “tails” will not be allowed. All liquor pours must be made using an approved one ounce standard stainless steel jigger. No free-pouring is allowed. All liquor, wine, beer and soda dispensing systems must be turned off, secured or otherwise disabled after closing. Sales and Receipt Controls: Point of Sale systems must have a display that is clearly visible to customers. All drink orders must be rung up immediately upon order. No delay should exist between the time a drink is ordered and the time a drink is entered into the Point of Sale system. All drink orders called to bartenders must be accompanied by a Point of Sale drink ticket or “chit”. All drink orders must be redlined or otherwise defaced or torn after service to prevent re-use of the chit or ticket. All cash drink checks must be placed in a lock box after cash is collected to prevent re-use. The cash drawer must be closed between transactions.
The picture above is the raw material receipts SOP PT Anheim who was in the warehouse. SOP type that I use the form Flowchart Format.
From SOP above, it appears that in purchasing goods company that enterprise shall be entitled to receive the BB and the Memorandum of the purchase of goods, which then will be processed in the BB checks. After the check whether the goods in accordance with what the PBB does not, in this case if it does not fit the next process will be handing it to the boss for the item replaced. And otherwise in accordance with the PBB then made reports on the results of checking to complete.
So it is clear that every item that will go into company PT Anhem always through the examination for there are no errors in the manufacturing process.
Receiving Procedures and Controls: All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services. All beverage product received must be received by an approved Manager/Supervisor. As items are received they must be checked as follows: o Each item must match the ordered specification with regard to brand and size of container. o Each item must be verified to the quantity ordered. o Each item must be verified to the invoice. o Items purchased by quantity per case must be verified to the case received. For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following: o The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc. o The signature of the driver. o The amount of the credit in quantity, price and extended total credit amount. A credit log must be maintained and reconciled with the general ledger on a weekly basis. o A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
Requisitioning Beverage from Storage: Beverage requisitions must be filled out by the night shift for each beverage outlet and left for the Receiving department to fill the next day. Liquor requisitions must be accompanied by an empty bottle for each bottle of liquor being requested from inventory. Liquor requisitions will only be filled in a bottle-for-bottle exchange. When liquor is being issued to outlets, the Receiving person filling the requisition must examine the bottles to find the non-removable sticker on each bottle. Any empty bottles without the hotel’s unique tag will be reported to the Controller/DOF and Food and Beverage Director. For wine being requisitioned, a system of comparing bottles of wine sold individually and by the glass as evidenced by the Beverage Abstract Reports from the Point of Sale system for the prior day to the requisitioned bottle count must be maintained. Wine should then be issued according to the Abstract Reports. A bin tag system should be utilized for all outlet wines. Bar pars must be spot checked weekly to ensure proper stock and to look for bottle tags.
Inventory and Storeroom Control: Keys to beverage storeroom(s) should be available only to the Beverage Purchaser, Beverage Management and Food and Beverage Director. All beverage storage areas must be kept secured at all times.
POLICY: This organization will consistently follow the control procedures herein listed in all beverage outlets under its management.
PRIMARY CONTROL IMPLEMENTATION AND RESPONSIBILITY: The Controller/DOF is primarily responsible to ensure that a comprehensive system of internal controls is put into operation within all food and beverage outlets. The Director of Food and Beverage is responsible to ensure that the controls put into operation are consistently implemented and put into practice in all food and beverage outlets.
PROCEDURE: The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls: All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders. Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions. Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF. Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval. Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly. Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls: All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services. All beverage product received must be received by an approved Manager/Supervisor. As items are received they must be checked as follows: o Each item must match the ordered specification with regard to brand and size of container. o Each item must be verified to the quantity ordered. o Each item must be verified to the invoice. o Items purchased by quantity per case must be verified to the case received. For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following: o The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc. o The signature of the driver. o The amount of the credit in quantity, price and extended total credit amount. A credit log must be maintained and reconciled with the general ledger on a weekly basis. o A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
POLICY: This organization will consistently follow the control procedures herein listed in all beverage outlets under its management.
PRIMARY CONTROL IMPLEMENTATION AND RESPONSIBILITY: The Controller/DOF is primarily responsible to ensure that a comprehensive system of internal controls is put into operation within all food and beverage outlets. The Director of Food and Beverage is responsible to ensure that the controls put into operation are consistently implemented and put into practice in all food and beverage outlets.
PROCEDURE: The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls: All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders. Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions. Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF. Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval. Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly. Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls: All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services. All beverage product received must be received by an approved Manager/Supervisor. As items are received they must be checked as follows: o Each item must match the ordered specification with regard to brand and size of container. o Each item must be verified to the quantity ordered. o Each item must be verified to the invoice. o Items purchased by quantity per case must be verified to the case received. For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following: o The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc. o The signature of the driver. o The amount of the credit in quantity, price and extended total credit amount. A credit log must be maintained and reconciled with the general ledger on a weekly basis. o A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
PROCEDURE: The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls: All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders. Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions. Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF. Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval. Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly. Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls: All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services. All beverage product received must be received by an approved Manager/Supervisor. As items are received they must be checked as follows: o Each item must match the ordered specification with regard to brand and size of container. o Each item must be verified to the quantity ordered. o Each item must be verified to the invoice. o Items purchased by quantity per case must be verified to the case received. For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following: o The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc. o The signature of the driver. o The amount of the credit in quantity, price and extended total credit amount. A credit log must be maintained and reconciled with the general ledger on a weekly basis. o A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
PROCEDURE: The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls: 1.All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders. 2.Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions. 3.Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF. 4.Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval. 5.Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly. 6.Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls: 1.All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services. 2.All beverage product received must be received by an approved Manager/Supervisor. 3.As items are received they must be checked as follows: a.Each item must match the ordered specification with regard to brand and size of container. b.Each item must be verified to the quantity ordered. c.Each item must be verified to the invoice. d.Items purchased by quantity per case must be verified to the case received. 4.For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following: a.The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc. b.The signature of the driver. c.The amount of the credit in quantity, price and extended total credit amount. 5.A credit log must be maintained and reconciled with the general ledger on a weekly basis. a.A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
PROCEDURE: The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls: 1.All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders. 2.Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions. 3.Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF. 4.Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval. 5.Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly. 6.Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls: 1.All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services. 2.All beverage product received must be received by an approved Manager/Supervisor. 3.As items are received they must be checked as follows: a.Each item must match the ordered specification with regard to brand and size of container. b.Each item must be verified to the quantity ordered. c.Each item must be verified to the invoice. d.Items purchased by quantity per case must be verified to the case received. 4.For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following: a.The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc. b.The signature of the driver. c.The amount of the credit in quantity, price and extended total credit amount. 5.A credit log must be maintained and reconciled with the general ledger on a weekly basis. a.A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
Name: Ihsan Suparman Student Number: C1L008019 Major: International Accounting
BTPN Bank (Standard Operating Procedure)
Changes of Instruction in Interest Payment of Deposit.
Customer: 1. Fill out and sign Changes of Instruction Form / Withdrawal of Deposit. Customer Service: 2. Receive Changes of Instruction Form / Withdrawal of Deposit that has been filled in and signed by the customer. 3. Verify the correctness and completeness of the data charging. 4. Submit Changes of Instruction Form / Withdrawal of Deposit to the Custodian Funding for customer signature verification. Custodian Funding: 5. Verify the signature of Changes of Instruction Form / Withdrawal of Deposit with specimen of customer signature (KCTT Customer). 6. Give stamp verified by_ and signature of Changes of Instruction Form / Withdrawal of Deposit. 7. Submit Changes of Instruction Form / Withdrawal of Deposit to Customer Service. Customer Service: 8. Submit Changes of Instruction Form / Withdrawal of Deposit (Customer Sheet) to Customer/Funding Officer. 9. Submit Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet) to Bank Office. Bank Office: 10. Make Changes of Instruction in Interest Payment based on Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet). 11. Submit the authorization of changes of interest instruction by authorized officer.
Authorized Officer *) appropriate limit. Service Supervisor (SS) / Operation Supervisor (OpS) / Credit Acceptance Supervisor (CAS) / Branch Sales & Marketing Manager (BSMM) / Branch Operation Manager(BOM) / Sub Branch Manager (SBM) / Branch Manager (BM) / Branch Head (BH) / Area Business Leader (ABL) / or another office that have equivalent functions.
12. Verify Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet) and confirm the truth of the input with Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet). 13. Authorize and signature to The Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet). 14. Submit Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet) to the Bank Office. Bank Office: 15. Save Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet) with document of deposit financial transaction.
Comment: In this SOP seen the control of changes of instruction in interest payment of deposit that is organized. Intended for the trust from the customer to employee performance of BTPN Bank, so that changes of instruction in interest payment of deposit is safe and organized. In my opinion SOP changes of instruction in interest payment of deposit is very effective. Because with seen organized performance make a customer more trust and fill safe. It does will improve the image of BTPN Bank itself. And allow there is another customer will be interested.
Name : Erwin Aditama Putra Student Number : C1L008050
Customer Service Standard Operating Procedures The basics of customer service extend to face-to-face, phone and Internet sales. Every business should have a set of standard operating procedures (SOPs) when dealing with customers. These SOPs should be straightforward and understandable. 1. Listening The customer service representative must listen to customers. He must ask questions and rephrase the customer's problem if necessary. This reassures the customer that she was heard. 2. Empathy Apologize to the customer for the problems that were caused. As applicable, offer the customer discounts on products and services to accommodate for not meeting the customer's expectations. 3. Follow-up Advise the customer of the next steps, take those actions and communicate back to the customer what was done. Perform as promised and keep the customer updated. 4. Courtesy Be polite. Say "please" and "thank you." Do not allow the customer to use vulgar language. If she does, politely advise her not to, and that if it continues, the call will be disconnected. 5. Processes Document frequently customer issues. Work behind the scenes to eliminate repeat problems.
Comment: Customer service standard operational procedure on company is very effective and efficiency. This regulation is important because
Name : Erwin Aditama Putra Student Number : C1L008050
Customer Service Standard Operating Procedures The basics of customer service extend to face-to-face, phone and Internet sales. Every business should have a set of standard operating procedures (SOPs) when dealing with customers. These SOPs should be straightforward and understandable. 1. Listening The customer service representative must listen to customers. He must ask questions and rephrase the customer's problem if necessary. This reassures the customer that she was heard. 2. Empathy Apologize to the customer for the problems that were caused. As applicable, offer the customer discounts on products and services to accommodate for not meeting the customer's expectations. 3. Follow-up Advise the customer of the next steps, take those actions and communicate back to the customer what was done. Perform as promised and keep the customer updated. 4. Courtesy Be polite. Say "please" and "thank you." Do not allow the customer to use vulgar language. If she does, politely advise her not to, and that if it continues, the call will be disconnected. 5. Processes Document frequently customer issues. Work behind the scenes to eliminate repeat problems.
Comment: Customer service standard operational procedure on company is very effective and efficiency. This regulation is important because this regulation made to manage and control the actions of customer service.
Name: Dewi Nur Priskasari NIM:C1L008036 Major: International Accounting
This is an example of the standard operational procedures in Technology Computer Services Groups There is a limit to the amount and type of work that can be accomplished by DoIT. Formalized procedures are defined to use our finite resources to get the most good for Maritime College as a whole. The combination of formalized procedures, a freer flow of information and ideas, and the pseudo matrix organization will enable DoIT to better prioritize work and develop a unified and standardized approach to providing Information Services to Maritime College. • Consulting: Consulting tasks are ad hoc user requests that occur when a user problem is referred to a member of DoIT. These are more informal and unstructured than formal projects, however, consultation requests received by staff members and by the DoIT staff are logged with pertinent information and retained for future reference. • Help Desk: consultants staff the center to answer general or routine questions and resolve minor problems. Complex problems requiring lengthy solutions will be referred to the appropriate staff member. The rule-of-thumb is that routine consulting involves an issue that can be resolved within one hour. This also helps to reduce work interruptions and increase the productivity of DoIT’s staff work on assigned projects. • Operations and Maintenance: Operations and Maintenance includes recurring tasks or trouble-shooting related to the reliability and availability of information technology resources. These tasks include all information technology resources that are available to the students, faculty, and staff such as the central facility, the data networks, and related software systems. • Employee Development: Due to the dynamics of the computer industry, it is critical that the Department of Information Technology train and develop its employees in new technologies. Attendance at professional seminars, conferences, education, training, and college Employee Development ensures that DoIT personnel remain abreast of new technologies as they emerge. Individual Development Plans (IDP) will be the basis for scheduling Employee Development and will assist in workload planning. These plans are reviewed and updated annually in parallel with performance evaluations. • Administrative: Administrative tasks include tasks that are required for personnel administration (evaluations and awards), or certain types of safety or supervisory training. Not all administrative tasks are specifically related to the business of Information Technology, but are required administrative tasks and must be accomplished in a timely manner to ensure that mandatory guidelines are met. Many administrative tasks are recurring, so they can be fit into workforce loading plans.
Coment: I think with the implementation of standard operating procedures made by a company or a group can make the running business smoothly, because with a good division of tasks, all problems can be overcome, and the work can be completed quickly and well controlled.
SHOLIHAH PUSPITANINGTYAS C1L0008003 INTERNATIONAL ACCOUNTING
This is standard operating procedure(SOP) Dairy Farm Business, Pennstate, College of Agricultural sciences agricultural research and cooperative extension
Clarity Farms Parlor SOP Basic Milking Procedure 1. Wipe dirt and debris from the first cow’s udder. a. Use your gloved hand to remove dry dirt and bedding. b. Use a clean paper towel to dry the teats and udder if they are wet. 2. Predip all four teats with the green dip cup. a. Squeeze dip up from bottom reservoir so that teat chamber is 3/4 full. 3. Strip two squirts of milk from each teat and observe for abnormal milk. a. Squirt milk onto black surface of strip cup. b. Abnormal milk may appear watery, bloody, or have clots or flakes. c. If any abnormal milk is found, refer to Parlor SOP #2, “Dealing With Cows Showing Abnormal Milk.” 4. Repeat steps 1, 2, and 3 with the second and third cows on the same side. 5. Return to the first cow and thoroughly wipe with a clean towel. a. Completely clean teats from base of udder to end of teat. b. Pay special attention to the tip of the teat where the opening is located. c. Use more than one towel if necessary. 6. Attach unit to first cow and adjust. a. Press green button on control panel to activate milking unit. b. Attach teat cups while allowing as little air as possible to escape. c. Adjust automatic take-off arm and hoses so milking unit hangs level from front to back. 7. Repeat steps 5 and 6 with the second and third cows in the side. 8. Begin at step 1 with the fourth cow on the side and repeat procedure with each group of three cows until all 12 units are attached. 9. When all units have detached, postdip all cows with the blue dip cup and release. Squeeze dip up from bottom reservoir so that teat chamber is 3/4 full. Clarity Farms Feeding SOP #1, Feeding the Lactating Cows 1. Prepare Feedbunk a) Sweep feed refusals to end of feed bunk b) Scoop feed refusals into TMR mixer c) Record weight of feed refusals in feeder notebook d) Distribute feed refusals in bunk at steer pen 2. Load Mixer a) Check feeder notebook for amount of ingredients to mix b) Add protein concentrate from bin #1. Record lbs added in feeder notebook c) Add ground corn from bin #2. Record lbs added in feeder notebook d) Add corn silage from bunker #1. Record lbs added in feeder notebook e) Add haylage from bunker #2. Record lbs added in feeder notebook 3. Mix Feed a) Mix feed for exactly five minutes b) Do not move tractor while mixer is running c) Record total amount of feed in mixer in feeder notebook 4. Distribute Feed a) Distribute feed evenly along entire length of feedbunk b) Record time in feeder notebook c) Return tractor and mixer to equipment shed. My opinion this is a good SOP because it can control the process. And also can maintenance this quality. it can keep the clean environment.
Name : Retsa Dwiki Yanuar Student Number : C1L008042 Major : International Accounting
This is the example of Standard Operating Procedure in The Community Emergency Response Team (CERT). The Campo Fire and Rescue Department (CFR) recognizes the need to be able to incorporate and utilize volunteer help during certain emergency or disaster situations. Over the past several years, volunteer programs have been on the rise as more and more citizens have stepped forward to fill our nation's call to volunteerism. The Campo Fire and Rescue Department has taken a pro-active stance in this area by training citizens to be part of the Mountain Empire Community Emergency Response Team (CERT).
STRUCTURE ME CERT is currently organized in geographic units, generally by community. ( See Appendix for current structure.) Each community unit consists of ME CERT members living in that community. Each community team will, with the approval of CFR, appoint a community CERT Team Leader. It is also suggested each community team appoint two alternate Team Leaders to serve in the event the Team Leader is not immediately available during an activation. Teams will be required to maintain a list of Members, their contact information and training status. Teams are also encouraged to interface with local community Disaster and Fire Safe originations.
PROCEDURES 1) CERT Membership a. Mountain Empire residents, business owners and employees may apply to be a member of the Campo Fire and Rescue Department, ME CERT. b. Applicants must be at least sixteen years of age to apply. c. Applicants must complete a Campo Fire and Rescue CERT Membership Application form, the ME CERT Volunteer Agreement and a Disaster Service Worker (DSW) application. 2) ME CERT Steering Committee a. The Steering Committee shall consist of three members in good standing of the CFR ME CERT program and three members of the Campo Fire and Rescue Department and/or other local Fire and Law Enforcement agencies in the Mountain Empire area, who have expressed an interest in being a part of the Committee b. The CFR CERT Program Manager and Fire Chief, will make the final determination / approval of the Steering Committee members. c. The Steering Committee shall elect a member in good standing of ME CERT as the ME CERT Volunteer Coordinator, to help carry out the tasks and duties assigned to the ME CERT Program Manager.
3) CERT Training a. CERT training is in accordance with the current Federal Emergency Management Agency and California Citizens Corps guidelines. b. Each CERT Member trainee will receive a copy of the CERT Participant Handbook. 4) CERT Activation a. CERT members may be deployed by Campo Fire and Rescue for any type of major incident to include but not be limited b. CERT member activations must be approved by the Campo fire and Rescue Fire Chief or his/her designee. c. Any time a CERT member is activated, information regarding the extent of activation needs to be documented. Documentation is accomplished by including d. CERT members must operate within the scope of their CERT training, as well as comply with all federal, state and local laws when functioning as a CERT member. These requirements are established through the CERT Participant Handbook. e. Once the scenario is resolved, the supervising Campo Fire and Rescue employee should deactivate the CERT member / team. f. CERT members are not permitted to carry or possess any weapons while undertaking activities as a CERT member. g. Any activated CERT member that suffers an injury while performing an assigned task must immediately
Comment With Standard Operating Procedure very effective that is to be they will perform duties including making decisions as to the necessity of providing emergency services in a prudent and reasonable manner, within the scope of training, at all times.
Name : Winnie Marladewi W Student Number : C1L008031 Major : International Accounting
FedEx Virtual STANDARD OPERATING PROCEDURES
FedEx pilots flying scheduled routes on VATSIM are required to fly the aircraft their flightplan dictates. Furthermore, we expect pilots to use the callsign they chose upon application. Failure to do so may result in a reduction of pay for that flight, or deletion of that flight. FedEx Virtual is a member of the VATSIM community, which means all flights are conducted online, connected to the VATSIM servers. VATSIM is a global network, comprised of multiple servers for each region of the globe, providing simultaneous flight with thousands of individuals of all nationalities. We chose this network for its reputation of professionalism, and high subject matter knowledge of ATC personnel. All VATSIM procedures adhere to real world standards, and all pilots flying on the network are expected to have basic knowledge of these procedures, and execute them accordingly
Name: Aditya Brahmanta Saputra Student Number : C1L008039 Major : international accounting
Standard Operating Procedure: E-Payment As per CVC directives, each Govt. office has to adopt e-payment mechanism for disbursing salary to employees and also for making the third party payments to ensure transparency and avoid delays in Govt. transactions. Ministry of Defence (Finance) vide amplification note No. XV issued under ID No. 32(I)/2004-Estt-1 dated 09.06.06 has issued amendment to article o/5 of schedule-IV (para 5.18) referred to in para 49 of Defence Procurement Mannual-2005 making it mandatory for the supplier/vendors to indicate their bank account No. and other relevant e-payment details so that payment could be made through ECS/NEFT/RTGS mechanism instead of payment through cheques. All Public Sector Banks i.e. SBI and it’s Associate Banks, PNB, etc. and leading private banks ( ICICI, HDFC, IDBI, Axis Bank, etc. who have been authorized by RBI to undertake the Govt. businesses) are offering following electronic mode services for transfer of funds: (i) National Electronic Fund Transfer (NEFT). (ii) Real Time Gross Settlement Scheme (RTGS) (iii) Electronic Clearance Scheme (ECS) (iv) Core Banking Solutions (CBS) NEFT In this system, vendor’s account can be directly credited across the country whose accounts are with any CBS Branch having unique IFSC Code. There is no upper or lower limit of transaction value through this mode .The amount is credited to beneficiary’s A/c through batch processing system. RTGS It is generally used for electronic transfer of high value transactions across the country on real time and gross settlement basis. Main advantage of this system is that funds are transferred to beneficiary’s A/c through online system i.e. unlike NEFT system where many transactions are clubbed together and processed in batches, in this system payments are credited immediately to beneficiary’s A/c. However, at present minimum amount that could be transferred through RTGS is Rs one lac. ECS It is a mode of electronic funds transfer from one bank account to another bank account using the services of a Clearing House. This is normally for bulk transfers from one account to many accounts or vice-versa. This can be used both for making payments like distribution of dividend, interest, salary, pension, etc. by institutions or for collection of amounts for purposes such as payments to utility companies like telephone, electricity, or charges such as house tax, water tax, etc or for loan installments of financial institutions/banks or regular investments of persons.
Continue Winnie.... Any FedEx Virtual pilot found to be in violation of these rules will be penalized according to the severity of the violation. Penalties can be as minor as a fine, or as severe as reduction in rank, or removal from the virtual. While violations may seem minor at the moment, they could give our virtual a bad reputation, and could in fact result in our entire airline being removed from the network.
Although not all pilots enjoy flying over the internet, we do not accept offline PIREPs. We believe in order to maintain the integrity of our rank structure, pilots must provide proof of flight via the VATSIM network. Upon initial membership to FedEx Virtual, you will be assigned a rank by one of our staff members, most typically, this will be the rank of Second Officer. Members are expected to climb through the ranking structure and ultimately obtain the rank of Captain, or Senior Captain. Promotions are handled in a different fashion than most virtual airlines. We believe in order to obtain a higher rank and wage, a member must show commitment through flight hours, and knowledge through tests. When a member has accumulated enough pay, they may visit the website’s resource center and purchase the test for their next rank. Exams can only be purchased for the next rank. Each exam pulls information directly from our study guides, as well as this document. Furthermore, questions may ask what to do in specific situations. If a member does not score 80% or above on their promotion exam, they must purchase the test once again.
Aditya Brah (C1L008039) CBS Core Banking Solutions is new jargon frequently used in banking circles. The advancement in technology, especially internet and information technology has led to new ways of doing business in banking. These technologies have cut down time, working simultaneously on different issues and increasing efficiency. The platform where communication technology and information technology are merged to suit core needs of banking is known as Core Banking Solutions. Here computer software is developed to perform core operations of banking like recording of transactions, passbook maintenance, interest calculations on loans and deposits, customer records, balance of payments and withdrawal are done. This software is installed at different branches of bank and then interconnected by means of communication lines like telephones, satellite, internet etc. It allows the user (customers) to operate accounts from any branch if it has installed core banking solutions. This new platform has changed the way banks are working. In my opinion, the Standard Operating Procedures on E-Payments As evident from above that for salary payments , ECS would be preferable. For third parties payments and payments of personal claims of employees, NEFT would be preferable.
Continue Winnie.... We have structured our pay system to pay pilots per hour. While we do expect pilots to file accurate times in their PIREP, we will cross-reference these figures with the VATAWARE database for accuracy. Although wages are fixed figures, we offer several different flight types as described below, which affect the amount of money earned during a flight.
- FedEx Custom Ciritical Routes: These routes are typically long-haul flights and are denoted in blue. These flights earn an additional 25%. - FedEx Feeder Routes: These routes are typically short hops and are denoted in orange. These flights reduce wages by 20%
At FedEx virtual, we believe that realism is a key ingredient to flight simulation. Because of this, we have structured our flight system accordingly. All flights MUST depart the destination airport of your last flight. In other words, if you fly from KMEM to KOAK, your next flight MUST depart from KOAK. There are exceptions to this rule however:
1. A member may purchase a jumpseat ticket from the resource center allowing them to depart from an airport of their choice. 2. A staff member deems it necessary to allow a pilot to deviate from this rule. (Very rare)
Continue Winnie.... We have structured our pay system to pay pilots per hour. While we do expect pilots to file accurate times in their PIREP, we will cross-reference these figures with the VATAWARE database for accuracy. Although wages are fixed figures, we offer several different flight types as described below, which affect the amount of money earned during a flight.
- FedEx Custom Ciritical Routes: These routes are typically long-haul flights and are denoted in blue. These flights earn an additional 25%. - FedEx Feeder Routes: These routes are typically short hops and are denoted in orange. These flights reduce wages by 20%
At FedEx virtual, we believe that realism is a key ingredient to flight simulation. Because of this, we have structured our flight system accordingly. All flights MUST depart the destination airport of your last flight. In other words, if you fly from KMEM to KOAK, your next flight MUST depart from KOAK. There are exceptions to this rule however:
1. A member may purchase a jumpseat ticket from the resource center allowing them to depart from an airport of their choice. 2. A staff member deems it necessary to allow a pilot to deviate from this rule. (Very rare)
Continue Winnie.... In order to fly a route, members must file their flightplan on the FedEx Virtual website by clicking “Flight Scheduling”. There are two methods of filing a flightplan: 1. Choose a pre-defined route from our extensive, and growing database. These routes have been pulled from real world flights, and are setup for maximum realism. This is the preferred method of flightplanning. 2. Design your own route. Although we offer this feature, we ask that you keep in mind that a staff member WILL review the route before approving your filed PIREP. Furthermore, you may only fly between airports that are in our database.
Upon scheduling your flight with our database, you must also file your flightplan with VATSIM. While there are several methods of doing this, including visiting http://www.vatsim.net, and visiting the relevant ARTCC website, we highly suggest using the SquawkBox software. This software, or similar programs are a requirement to communicate with ATC, so it is also the easiest way to file your flightplan. The following is an example flightplan filed with SquawkBox.
FedEx pilots flying scheduled routes on VATSIM are required to fly the aircraft their flightplan dictates. Furthermore, we expect pilots to use the callsign they chose upon application. Failure to do so may result in a reduction of pay for that flight, or deletion of that flight.
Comment.... In my opinion, Standard Operating Procedures of Virtual FedEx has implemented an effective and efficient SOP. and require all employees to be disciplined by strict rules for the performance and the control of the controls work well according to existing procedures on a regular basis. SOP is an important part of the success of the quality system. In essence the implementation of the company's SOPs to ensure an operation run by established procedures.
FACILITY PROPERTY SERVICES Facility & Property Management Service
Assisting the process of handing over the unit from the developer to unit owners, and manage areas of the facility property / building in accordance with applicable SOPs. Making the management regulations in accordance with management rules so that the value of investment properties / buildings remain high and the review of existing property conditions and make recommendations for change, renewal, increase in short and long term. Reviewing existing insurance system building, managing and ensuring adequate insurance protection in accordance with the condition of the building, cost or budjet adequate according to the type of insurance. Facility & Property Management in the form the two areas of management:
A. Building & Estate Management System
- Asset Management - Administration - Human Resources - Finance and Accounting - Lease Administration - Insurance Administration - Parking Coordination - Advertising Promotion - Other Tenant Services - Tenant/ Owner Association - Emergency Safety Procedures & Training - Tenant Relations - Structural Organization - Mechanical & Electrical - Plumbing - Building Automation Systems - Fire & Life Safety - General Repairs & Maintenance - Janitorial/ Housekeeping - Vertical Transportation - Site Maintenance - Waste Water/ Sewer Treatment - Security - Telecommunications - Energy Management - Garage Operations - Tenant Fit Out/ Construction Liaison
B. Facility Management
- 24 Helpdesk Operation Facility Property Service - Property/ Facility Compliance Audit - Preventive Maintenance - Corrective Maintenance - Facility Management Mobile Controlling System - CFM System - a web-based Facility Management platform - Job Codes, SOP Facility Management - Utility & Vendor Payment Management - Benchmarking and Operational Efficiency Implementation - Clean Desk Policy Implementation - Space Programming - Green Building Consultancy
Name : Citra Dewi Indriawati Student Number : C1L008047 Major : International Class of Accounting
This is the example of Standart Operating Prosedure of Dairy Farm manufacturing Operations.They take raw materials (feedstuffs, water, air), process the materials using their assets (cows, equipment, labor), and sell a product (milk) that is more valuable than the original raw materials.
Variation In Processes
Many people are confused about why variation should be considered such an important performance problem for a dairy farm. We know from both experience and research that variation is harmful to cows. They perform at their best when things are the same from day to day. Consider the following example of variation.
Suppose that we have a five-point scale to assess the degree of mixing in a totally mixed ration that was delivered to lactating cows. A score of five indicates that all ingredients are thoroughly blended, but the ration is over-mixed because particle length is reduced so that the ration is too fine to support good rumen function. A score of one indicates that the ingredients are not properly blended together and the cow can easily pick and choose which grains or forages she would like to eat. A score of three indicates that the ingredients are properly blended and the particle length is appropriate. Both high and low scores decrease productivity while a score of three is optimal.
One week’s degree of mixing scores for Farm A are shown in the chart below. Because different people mixed the ration on different days and there was a lack of standardization and training for the mixing process, the mixing scores for Farm A vary from five down to two. * How would cows perform in this environment? * The scores would average to about three, is this acceptable?
Let’s consider another farm that uses standard operating procedures to control the mixing process and reduce variation. The graph below shows degree of mixing scores for Farm B. Farm B’s degree of mixing scores for the same week vary from 2.5 at the lowest to 3.25 at the highest. * If all other factors are the same, won’t the cows on Farm B outperform those on Farm A? * How would you like your cows to be fed, consistently or variably?
Let’s consider another logical example that strengthens the case for controlling variation in dairy processes. Suppose that on a given farm, second lactation animals usually enter the milking herd and reach an average peak milk yield of 105 pounds per day. The herdsperson reviews records and happens to notice that recently second lactation cows are only peaking at 85 pounds per day. Upon further investigation, he discovers that these cows calved in early August.
August is a hot month where the farm is located. In addition, a fan in the maternity pen was broken at the time and was not replaced until late in August. This is an obvious case where variation away from the average indicated a definite problem in the maternity pen management system. The source of variation, the broken fan, led to decreased production that will continue to affect performance far into the future.
Comment: We can see logically that variation in how processes are carried out can cause serious losses in productivity. Standard operating procedures are a means to remove variation in work performance caused by people completing the same work processes in different ways. We shall see that variation in the performance of work processes is a very important problem for dairy farms that ultimately diminish dairy farm productivity and profitability.
CV. Trinity JAYA SELARAS HELP "SOLUTION DISTRIBUTION OF DOCUMENT / SECURITIES AND PACKAGE"
With that experience was the implementation of the "National Clearing System" in the Bank Indonesia, CV. Trinity JAYA SELARAS Distribution Management provides a solution which refers to the accuracy of Time, Speed, Sensitivity, Reability and Security. We have a Professional Team to provide a "Dedicated Distribution System" is focused and designed in accordance with the needs of the Bank / Company.
* Benefits provided o Improving the efficiency and effectiveness in terms of distribution of documents / packages. o Confidentiality and security of documents / packages more secure by using a safety bag. o Availability of Operational Control Team, Audit and Supervision of the professional in support of distribution activities in accordance with "Standard Operational Procedure" (SOP). o Availability of Special Team placed in the Field. o CV. Trinity JAYA SELARAS will provide reimbursement per-occurrence of any loss. o The availability of service 24 hours. * Distribution Activities of "CV. Trinity JAYA SELARAS " o Inter Document Services Branch. o Distribution of Promotion Material. o Document and Package Delivery Logistics. o Credit Card, PIN, Billing Statement and Account Statement.
Comment :
SOP OF CV DISTRIBUTION DIVISION TRINITY JAYA SELARA on my opinion is good because SOP of CV Distribution Division Trinity JAYA SELARAS is part of the management structure of a company engaged in document distribution services, CV distribution service. Trinity JAYA SELARAS a distribution services that have a competitive strength, supported by the strength of management, customer care, vision and mission, strategy, security and confidentiality. SOPs are implemented very well because it provides a distribution management solution that refers to the timeliness, speed, speed, sensitivity, Reability and Security. and provides many advantages. Simak Baca secara fonetik
Name : Joko Purnomo Nim : C1L008022 Major : International Accounting This is examples of SOP : STANDARD OPERATING PROCEDURE FOR OPERATION/MAINTENANCE OF QUANTIFLEX ANESTHESIA MACHINE/SURGIVET SAV2500 VENTILATOR UNIT LABORATORY ANIMAL FACILITIES 1. Purpose This procedure outlines how to operate and maintain the Quantiflex Anesthesia machine in conjunction with the SurgiVet SAV2500 Ventilator. 2. Scope This procedure applies to all personnel needing to operate this equipment. 3. Procedure 1. Connect anesthesia machine to oxygen supply. A. To wall supply by connecting green O2 line to wall port and turn white handled lever to vertical position to turn oxygen on. B. To portable E tank of oxygen connected to machine itself. 2. Place clean set of hoses (circuit) to the inspiration and expiration ports. 3. Place proper size rebreathing bag on machine (based on animal's size to be anesthetized). 4. Make sure Isoflurane vaporizer is full. A. To refill: 1. Make sure oxygen flow rate is off. 2. Unscrew cover to fill port. 3. Add Isoflurane using the non spill pour spout on the bottle. 4. Fill vaporizer to fill line (clearly defined in window gauge of vaporizer). 5. Screw port cover back on. 5. Pressure test the machine. A. Close pop off valve. B. Occlude circuit with finger and fill bag by pushing the flush O2 button. C. Take pressure to 25 centimeters of water or until bag is full. D. Pressure should hold in machine. E. Set O2 flowmeter at 200 cc. If pressure is still falling, you must find the leak. 1. Places to look for leaks include: A. Inspiratory and expiratory valves. B. Around the absorber. C. Pop off or relief valve. D. Around the vaporizer. E. Hole in bag or hoses. 2. Find leak (if not obvious) by mixing a soapy solution and spraying on machine looking for air bubbles. 6. Plug in SurgiVet Ventilator to electrical outlet. 7. Attach green O2 hose at rear oxygen port in back of ventilator to the T attachment on the anesthesia machine's oxygen port. 8. Make sure the 14" ventilator hose is connected at one end to the back port labeled bellows and the other end to the back of bellows port labeled 17mm (right side of ventilator). 9. Remove the bag from the anesthesia machine and connect the 48" supply hose. The other end is connected to the back port of the ventilator bellows labeled 22 mm. 10. The gas evacuation hose port (center in back of ventilator) should be connected to the anesthesia machine's F/air filter.
Standard Operating Procedure Chemical Acquisition, Storage & Disposal
Procedures:
A.Acquisition of Chemicals 1.The purchase, transfer or use of any chemical that is not on the existing inventory for the laboratory must have prior approval from the Lab Supervisor/Principal Investigator (LS/PI) prior to purchase or use. 2.Before a hazardous material is used, information on proper handling, storage, and disposal will be made available to those who have potential exposure. A material safety data sheet is available for all hazardous materials purchased. 3.No chemical container is to be accepted without adequate identifying label information. The label should include, at a minimum, the substance name, appropriate hazard warnings, and identification of the manufacturer or distributor. B.Inventory 1.The chemical inventory for the laboratory is contained in the Chemical Hygiene Plan as Appendix IV. 2.Inventories of any chemical materials synthesized in the laboratory must be developed and made available to emergency response personnel, but should not be included in the CHP’s chemical inventory. 3.Air, water and bulk samples obtained by lab staff will not be considered hazardous for inventory purposes if maintained in a sealed container (bottle, air-tight bag) and labeled with a sample number that is cross-referenced to an entry in the Samples database. 4.Gastec Detector Tubes and dry cell batteries are not considered hazardous for inventory purposes. C.Storage 1.Both the storage and working amounts of hazardous chemicals will be kept to a minimum. 2.All chemical containers must have a legible and firmly attached label. Containers of peroxidizable chemicals (dioxane, THF, ethyl ether, etc.) will be dated when received and also when opened.
Name : Joko Purnomo Nim : C1L008022 Major : International Accounting This is examples of SOP : STANDARD OPERATING PROCEDURE FOR OPERATION/MAINTENANCE OF QUANTIFLEX ANESTHESIA MACHINE/SURGIVET SAV2500 VENTILATOR UNIT LABORATORY ANIMAL FACILITIES 1. Purpose This procedure outlines how to operate and maintain the Quantiflex Anesthesia machine in conjunction with the SurgiVet SAV2500 Ventilator. 2. Scope This procedure applies to all personnel needing to operate this equipment. 3. Procedure 1. Connect anesthesia machine to oxygen supply. A. To wall supply by connecting green O2 line to wall port and turn white handled lever to vertical position to turn oxygen on. B. To portable E tank of oxygen connected to machine itself. 2. Place clean set of hoses (circuit) to the inspiration and expiration ports. 3. Place proper size rebreathing bag on machine (based on animal's size to be anesthetized). 4. Make sure Isoflurane vaporizer is full. A. To refill: 1. Make sure oxygen flow rate is off. 2. Unscrew cover to fill port. 3. Add Isoflurane using the non spill pour spout on the bottle. 4. Fill vaporizer to fill line (clearly defined in window gauge of vaporizer). 5. Screw port cover back on. 5. Pressure test the machine. A. Close pop off valve. B. Occlude circuit with finger and fill bag by pushing the flush O2 button. C. Take pressure to 25 centimeters of water or until bag is full. D. Pressure should hold in machine. E. Set O2 flowmeter at 200 cc. If pressure is still falling, you must find the leak. 1. Places to look for leaks include: A. Inspiratory and expiratory valves. B. Around the absorber. C. Pop off or relief valve. D. Around the vaporizer. E. Hole in bag or hoses. 2. Find leak (if not obvious) by mixing a soapy solution and spraying on machine looking for air bubbles. 6. Plug in SurgiVet Ventilator to electrical outlet. 7. Attach green O2 hose at rear oxygen port in back of ventilator to the T attachment on the anesthesia machine's oxygen port. 8. Make sure the 14" ventilator hose is connected at one end to the back port labeled bellows and the other end to the back of bellows port labeled 17mm (right side of ventilator). 9. Remove the bag from the anesthesia machine and connect the 48" supply hose. The other end is connected to the back port of the ventilator bellows labeled 22 mm. 10. The gas evacuation hose port (center in back of ventilator) should be connected to the anesthesia machine's F/air filter.
Name : Joko Purnomo Nim : C1L008022 Major : International Accounting This is examples of SOP : STANDARD OPERATING PROCEDURE FOR OPERATION/MAINTENANCE OF QUANTIFLEX ANESTHESIA MACHINE/SURGIVET SAV2500 VENTILATOR UNIT LABORATORY ANIMAL FACILITIES 1. Purpose This procedure outlines how to operate and maintain the Quantiflex Anesthesia machine in conjunction with the SurgiVet SAV2500 Ventilator. 2. Scope This procedure applies to all personnel needing to operate this equipment. 3. Procedure 1. Connect anesthesia machine to oxygen supply. A. To wall supply by connecting green O2 line to wall port and turn white handled lever to vertical position to turn oxygen on. B. To portable E tank of oxygen connected to machine itself. 2. Place clean set of hoses (circuit) to the inspiration and expiration ports. 3. Place proper size rebreathing bag on machine (based on animal's size to be anesthetized). 4. Make sure Isoflurane vaporizer is full. A. To refill: 1. Make sure oxygen flow rate is off. 2. Unscrew cover to fill port. 3. Add Isoflurane using the non spill pour spout on the bottle. 4. Fill vaporizer to fill line (clearly defined in window gauge of vaporizer). 5. Screw port cover back on. 5. Pressure test the machine. A. Close pop off valve. B. Occlude circuit with finger and fill bag by pushing the flush O2 button. C. Take pressure to 25 centimeters of water or until bag is full. D. Pressure should hold in machine. E. Set O2 flowmeter at 200 cc. If pressure is still falling, you must find the leak. 1. Places to look for leaks include: A. Inspiratory and expiratory valves. B. Around the absorber. C. Pop off or relief valve. D. Around the vaporizer. E. Hole in bag or hoses. 2. Find leak (if not obvious) by mixing a soapy solution and spraying on machine looking for air bubbles. 6. Plug in SurgiVet Ventilator to electrical outlet. 7. Attach green O2 hose at rear oxygen port in back of ventilator to the T attachment on the anesthesia machine's oxygen port. 8. Make sure the 14" ventilator hose is connected at one end to the back port labeled bellows and the other end to the back of bellows port labeled 17mm (right side of ventilator). 9. Remove the bag from the anesthesia machine and connect the 48" supply hose. The other end is connected to the back port of the ventilator bellows labeled 22 mm. 10. The gas evacuation hose port (center in back of ventilator) should be connected to the anesthesia machine's F/air filter.
Name : Joko Purnomo Nim : C1L008022 Major : International Accounting This is examples of SOP : STANDARD OPERATING PROCEDURE FOR OPERATION/MAINTENANCE OF QUANTIFLEX ANESTHESIA MACHINE/SURGIVET SAV2500 VENTILATOR UNIT LABORATORY ANIMAL FACILITIES Purpose This procedure outlines how to operate and maintain the Quantiflex Anesthesia machine in conjunction with the SurgiVet SAV2500 Ventilator. Scope This procedure applies to all personnel needing to operate this equipment. Procedure Connect anesthesia machine to oxygen supply. To wall supply by connecting green O2 line to wall port and turn white handled lever to vertical position to turn oxygen on. To portable E tank of oxygen connected to machine itself. Place clean set of hoses (circuit) to the inspiration and expiration ports. Place proper size rebreathing bag on machine (based on animal's size to be anesthetized). Make sure Isoflurane vaporizer is full. To refill: Make sure oxygen flow rate is off. Unscrew cover to fill port. Add Isoflurane using the non spill pour spout on the bottle. Fill vaporizer to fill line (clearly defined in window gauge of vaporizer). Screw port cover back on. Pressure test the machine. Close pop off valve. Occlude circuit with finger and fill bag by pushing the flush O2 button. Take pressure to 25 centimeters of water or until bag is full. Pressure should hold in machine. Set O2 flowmeter at 200 cc. If pressure is still falling, you must find the leak. Places to look for leaks include: Inspiratory and expiratory valves. Around the absorber. Pop off or relief valve. Around the vaporizer. Hole in bag or hoses. Find leak (if not obvious) by mixing a soapy solution and spraying on machine looking for air bubbles. Plug in SurgiVet Ventilator to electrical outlet. Attach green O2 hose at rear oxygen port in back of ventilator to the T attachment on the anesthesia machine's oxygen port. Make sure the 14" ventilator hose is connected at one end to the back port labeled bellows and the other end to the back of bellows port labeled 17mm (right side of ventilator). Remove the bag from the anesthesia machine and connect the 48" supply hose. The other end is connected to the back port of the ventilator bellows labeled 22 mm. The gas evacuation hose port (center in back of ventilator) should be connected to the anesthesia machine's F/air filter.
This is only a small sample of what the attributes and traits that comprise a good waiter or waitress that should be found in a restaurant SOP. For a restaurant managers , having personnel with these skills and characteristics is paramount for success. Much of this can be instilled with proper training. In addition to a restaurant SOP, every establishment should have a restaurant training guide that outlines procedures that allows food and beverage management to impart needed skills to personnel. Our ebooks, are terrific resources for establishing your own restaurant SOP and training procedures.
My comment is in addition to quality and quality customer convenience should be a priority so that consumers do not hesitate to visit restaurant.restaurant either have to credit awarded to the waitress that works well, examples of which can be given awards in the form of a raise or a bonus gift. So that the servants would be comfortable with the conditions and the waiter will work as expected.
Food borne illness continues to be a major public health problem. Applying the basic principles of food protection can reduce the incidence of such illness. The consistent practice of which requires better understanding on the part of owners, operators, managers, and other food service employees. This requires maximum cooperation between public health agencies and the food service industry.
It is the policy of St. Louis County Department of Health to ensure the safety of restaurant patrons by conducting food service sanitation inspections and training.
The objectives of this program are to: Protect the food against contamination. Ensure the soundness of food. Meet consumer expectations.
In my opinion this SOP is effective, because this SOP was control quality of food (taste and hygienic of food to costumer) and than was control service to costumer. and than control service to costumer.
HANY ANGGUT ASK C1L008032 MANAGEMENT CONTROL SYSTEM
The organization should have a procedure in place for determining what procedures or processes need to be documented. Those SOPs should then be written by individuals knowledgeable with the activity and the organization's internal structure. These individuals are essentially subject-matter experts who actually perform the work or use the process. A team approach can be followed, especially for multi-tasked processes where the experiences of a number of individuals are critical, which also promotes “buy-in” from potential users of the SOP. SOPs should be written with sufficient detail so that someone with limited experience with or knowledge of the procedure, but with a basic understanding, can successfully reproduce the procedure when unsupervised. The experience requirement for performing an activity should be noted in the section on personnel qualifications. For example, if a basic chemistry or biological course experience or additional training is required that requirement should be indicated.
85 comments:
Name : Januar Ali Akbar
Student Number: C1L008024
Major : International Accounting
This is the example of Standard Operating Procedure on KFC restaurant.
Kentucky Fried Chicken (KFC) is a very well known restaurant in the world. It is rated at number 60 as the world most well known brand by BusinessWeek (McDonalds at number 9 and Nescafe, 23).
It is an open secret that the KFC is made of a mix of 11 herbs & spices. Using modern spectrometer, we can blast the Colonel spice with X-ray photoelectron or burn them with a specially designed gas and study the result.
With a database of results made with similar technique using all spices & herbs known to mankind, it would take just weeks before we could identified the exact names and percentage of those 11 spices. However, DOES IT MATTER?? Does it really matter to know the exact names and compositions of those spices?
An average businessman would think the secret recipe is so valuable and willing to pay millions for a copy of it.
A genius businessman would not pay even a penny!!
The "secret recipe" represent only a small percentage of the success of the KFC franchise. If I were to give a percent, it may not represent more than 20% of the total success.
THE SUCCESS IS DUE TO THE FRANCHISE SYSTEM!! (SOP)
In a franchise system, everything is documented and there are strict rules for running the business. For example:
•The chicken must be cooked in a pressure cooker and left for 15 minutes
•The size of each of the chicken parts must at least 8 cm wide and weight 300 grams
•The chicken must be marinated overnight
•The age of the chicken when they were slaughtered must be between 60-70 days
•The minimum size of the restaurant must be 24x60 feet
•The color of the logo, the chair and the table must be yellow and the floor is dark grey.
•The toilet must be cleaned every 3 hours.
•The sink must be cleaned every 30 minutes
•The windows must be cleaned every morning
•Food left unsold after 15 minutes must be discarded.
•The worker must wear company-shirt and trousers. No jeans, corduroy or leather.
•5% of gross earning must be used for local advertisement
•1% of gross earning must be used for national level advertisement
•3% must be used for R&D to develop new recipes & local brand.
•The food must also be offered in discounted packages (e.g 2 chicken, 1 fries, 1 glass of pepsi)
•The food can be ordered seperately / "ala carte" but no discount applies.
•The restaurant must have air-condition.
•Etc.. etc..
This long list of standard operating procedures is actually the key to the success of the franchise. The long list is actually an accumulated wisdom and know-how the franchise system have developed after a few decades of operation.
Finally we found the holy grail!!
THE "SECRET RECIPE" of KFC SUCCESS IS ACTUALLY THE WHOLE FRANCHISE SYSTEM!!
Comments :
In my opinion, the Standard Operating Procedures on KFC is very effective and efficience for their company to be applied. These regulations has become a more important asset than the recipe. Every manager of the KFC restaurants are forced to apply these SOP not only to manage the company, but also to control the action of their employees. Through these regulations, every people on KFC (manager, supervisor, and employees) will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine. They don’t even realize that they are being controlled by the KFC’s standard operating procedures. KFC has create a solid SOP that make the business very successful. I think we can learn something from KFC, if we apply a good SOP to our business, then our business will have a good result in return.
NAME:DEWI RATNASARI
NIM:C1L008034
BAKPIA DJAVA is one place complete souvernir center.Bakpia is made from choices ingredients that prepared with traditional recipes.Originally bakpia came from china.Originally name Tou Luk Pia.That means green beans pia cake.Production begins in Pathok village,Yogyakarta,since around 1948.
Bakpia Pathok company “93”has three branch stores,two stores on the Laksada Adisucipto street and the other branch store at jogja roadway.facilities production about,equipment used in the bakpia manufacture espicially includes plastic tub,roller,tables,trays,knives,scales,pans,mixer,srove,fireplace,oven,pan,seed breaking machine,carmorant,soaking,drums,grinding machine and a small “tumbu”.
In making bakpia pathok three are several step which need to be done,the preparatory process(preparation of ingredients),making the dough,making contents,molding,baking,cooling and packaging.
There are approximately 25 employees at Bakpia Djava,They look very busy with their own duty in preparing the ingredients.The ingredients are wheat:palm oil,chocolate and water.
Otherwise every Friday the employees have cut their nails
Make the dough and the content of bakpia “93”
Before the grilling,bakpia have to arrange in the baking pan
The grilling procedure is about 15 minutes
After the bakpia ready,it is place in the cooling rack before place into the box.
Bakpia Djava(pathok 93) company do control with Quality control of ingredients is done by storing the appropriate conditions for maintaining the quality of ingredients and than in addition,the manufacture also can choose the best ingredients to be used.While for quality control during every stage of production the manufacture controlling every step in the production especially on the bakpia form and quality control of the product is done by selection of the bakpia that didn’t meet the standard.for this selection usually done by choosing the burnt bakpia.
My opinion:Bakpia Djava(Pathok 93) company finish standar operating procedur because very effective and efficiency in making bakpia pathok,every Friday employees have cut their nails so that good quality and than Quality control very good.Bakpia Djava is very good in control because company straight see and quality control so that bakpia free bacteri,higieniest and good taste.
imabella dezano
C1L008052
In the hotel industry where excellent, consistent service is a key factor in success, standard operating procedures, or SOPs, play an important role.
A hotel's standard operating procedure sets out the policies and protocols of a hotel in a written format that's easily accessible to hotel employees. A typical standard operating procedure has three parts: a purpose, or the clearly stated task the SOP details and what its expected results should be; a procedure, or step-by-step guide to tackling the task; and resources, including hotel staff, other employees or management and databases or other references.
A hotel standard operating procedure's purpose is to improve guest experience. Standard operating procedures do this by educating hotel staff on the best way to deal with a given situation, from fielding guest complaints to handling fire drills. By creating a guest service structure that's consistent and clearly thought out by top management, hotels can ensure a positive guest experience.
# Hotels might use several different types of standard operating procedures.
Tool procedures focus on specific tasks that hotel staffers might have to deal with. Tool procedures may cover tasks that hotel staff is likely to run into every day, such as late check-out or temperature concerns, as well as rare circumstances, such as fire alarms sounding or elevator malfunctions.
Rule procedures help hotel staffers deal with potentially tricky situations. Rule procedures may cover acceptable employee conduct, such as whether an employee can accept a cash tip from a hotel guest. Rule procedures also may cover guests in sensitive areas such as signs of smoking in a nonsmoking room or a declined credit card.
In the competitive hotel industry, a standard operating procedure ensures that a hotel keeps the promises made in its marketing materials and advertisements. Standard operating procedures also ensure that guests get the same treatment each time they visit the hotel. A thorough SOP can help employers with posting future job openings because each employee's role is clearly outlined. Having SOPs also provides a foundation for hotel employees' performance evaluations.
COMMENT:
Standard operating procedures may take as long as three months to complete, since in order to be successful they must be tested and evaluated extensively. Hotel standard operating procedures are most successful when employees participate in their creation.
Standard Operating Procedures can make an organization run by lebihefektif. That is why SOPs must be written with great care. One other SOP SOP should be consistent, without any SOP that contradict one another. After that all the living, rest assured that the organization will be able to move in accordance with the standards of quality management.
Name: ISNAENI DWI PRAMESTI
NIM : C1L008028
Standard Operating Procedures for Safe Food
A good management system for food safety in a restaurant must include several prerequisite programs for an effective overall system. It is kind of like developing your own basic personal values and a moral code for food safety before you even start preparing and selling food. Sanitation standard operating procedures (SSOP's) are written methods that specify practices to address general hygiene and measures to prevent food from becoming contaminated due to various aspects of food environment at your facility. Managers must train new crew members about SSOP's during the first days of employment. SSOP's must be a part of your restaurant's culture.
The FDA Food Code has addressed the structural design of food establishments and equipment as well as acceptable operational practices. These major interventions in the Food Code include: 1)demonstration of knowledge by the person-in-charge [usually food safety manager certification training] 2) employee health policies 3) no bare hand contact with ready-to-eat food [good handwashing practices, utensils & glove use] 4) time and temperature control and 5) the use of consumer advisory information regarding consumption of raw or undercooked food.
SSOP procedures ensure that:
* Foods are purchased from approved suppliers / sources;
* Potable (safe) water is used in contact with food, food contact surfaces, and ice;
* Food contact surfaces are cleaned, sanitized, and in good condition;
* Un-cleaned or non-sanitized surfaces don't contact our foods;
* Raw animal foods don't contaminate ready-to-eat foods;
* Toilet facilities are accessible, properly equipped and maintained for crew;
SSOP's for Employee Health and Hygienic Practices:
* Restricting or excluding workers with certain symptoms such as vomiting or diarrhea (see Chapter 2 of the Food Code);
* Practicing and monitoring effective handwashing and gloving for safe hands;
* Restricting eating, smoking, and drinking in food preparation areas.
* Using hair restraints, wearing clean uniforms, and restricting the wearing of jewelry.
comment;
* Temperature measuring devices and thermometers are calibrated regularly.
* Refrigeration, cooking and hot holding equipment are routinely checked, calibrated, and operating correctly to ensure correct food product temperature.
* Handwashing sinks and equipment are installed and operating properly.
Food service directors, managers and crew must implement a good internal program of self-inspection to ensure that these food safety standard operating procedures are always in place
name : Dhea Christianti Yehuda
Student number :C1L008013
major : International accounting
this is the example of standard operating procedure on a restaurant.
# Standard operating procedures for restaurants should include systems for providing customers with an appealing dining experience as well as serving quality food. In addition, a restaurant should have protocols in place to ensure that the efforts of all staff are effectively coordinated.
Front-of-House Procedures
# A restaurant dining experience depends on everything from decor, to lighting, to music, and to temperature. Front-of-house staff should have systems in place for maintaining each of these elements, as well as parameters for adjusting them in accordance with changing conditions and customer complaints. Front-of-house staff are also responsible for taking care of customers' needs. This includes seating them in a timely fashion, taking their orders, filling their water glasses, delivering their food when it is ready and following up to make sure that the food and service are satisfactory.
Back-of-House Procedures
# Back-of-house staff are responsible for ordering and storing inventory, prepping ingredients, executing orders and keeping the kitchen clean throughout their shift as well as at the end of the day. Inventory managers should maintain spreadsheets indicating what they have on hand as well as what they need to order. Storage systems should situate frequently used items in the most accessible places and allow sufficient space for rotation of stock. Prep systems should ensure that ingredients are ready when they are needed. Different kitchen staff should be responsible for different types of tasks, such as soups or desserts. Cooks should keep their areas tidy, and janitorial staff should do additional cleaning at the end of the shift.
Coordinating Front-of-House and Back-of-House.
# A restaurant must have systems in place to coordinate the work of its servers and its kitchen staff. Servers should deliver orders to the kitchen in a timely fashion. Chefs should complete all orders on a ticket at roughly the same time, and they should have systems for communicating to servers that their orders are ready. Servers should communicate with kitchen staff about customers' special needs such as food allergies. When difficulties arise, service and kitchen staff should work together to efficiently solve problems.
comment :
In my opinion, build a restaurant must have these standard. In this example we have been known a restaurant must have well prepared in every part. Example seating them in a timely fashion, taking their orders, filling their water glasses, delivering their food when it is ready and following up to make sure that the food and service are satisfactory. And then well prepared in storage and the others part. With this regulation every restaurant can give their service very well and make their customer satisfy. For this regulation too, manager should choose the employee very selective. We can learn from this regulation to build a business of restaurant.
USHIANA DEVI
C1L008004
INTERNATIONAL ACCOUNTING
Example of SOP at Company
PT. Agip Lubrindo Pratama is a company that produces
AGIP lubricants which is one of the lubricants in Indonesia
with a capacity of 40,000 MT refinery feed stock / year. To produce
lubricant quality, PT. Agip Lubrindo Pratama establish, maintain
quality management system and continually improve its effectiveness as a tool
to ensure that the process of lubricant production and delivery to customers
and after-sales service to meet the requirements of ISO 9001:2000 standard,
customer requirements and company policies. Standard Operating Procedure
is one of the documents in the quality management system which is
elaboration of the Quality Manual and contains guidelines for the conduct of work
employees in each department.
Conclusions and Suggestions
Systems management is a way to maintain the consistency of the diversity of ideas, world views and thoughts of individuals. Global management system is a secondary memory which stores the whole idea of thinking of individual employees for good performance of a company.
Knowledge management system can improve employee performance in growing the creative ideas and as a medium for sharing among employees. In addition, facilitate the division of Human Resources in assessing an employee's performance and make decisions. To make it happen then there must be a continuous system such as the construction of Knowledge Management System.
mei sely esti
C1L008040
Standard Operating Procedures in Human Resources
# Human Resources (HR) departments play integral roles in companies and businesses. HR personnel are typically responsible for finding new employees, filling job openings, managing benefits, and defining a company's policies and culture. The HR department has several roles, which is why it is very important for it to have set operating procedures in place.
Hiring
# Most established HR departments have set operating procedures regarding the hiring process. These procedures typically include a position opening request form, job vacancy notification process, interview processes and set hiring requirements, according to the North Carolina Department of Environment and Natural Resources operating processes manual. By having set hiring procedures in place, the HR department ensures that the open position fits in the budget, the best possible candidates can be identified, and that all job applicants are treated equally and fairly.
Benefits
# Many HR departments work with set procedures for all types of employee benefits, such as medical and health insurance, vacation policies and retirement plans. Examples of these types of procedures include having set eligibility requirements (such as an employee needs to work for the company for 90 days before he is eligible for health insurance), as well as defining set enrollment periods (usually at the beginning of the annual or fiscal year). Other set procedures are created around personal and vacation time. For example, if an employee wants to take a vacation day, he must fill out a vacation request form and have his manager approve it in order to receive vacation pay. This prevents chaos and too many employees taking the same day off together.
Organizational Communication
# According to research by the Society of Human Resource Management, the HR department should have set organizational communication procedures in place to ensure effective, consistent messages throughout the company. These types of communication may include messages about changes to company policies. It's important to have consistency in company communications because it links the communication with the overall company brand and strategy and ensures that employees are kept in the loop, and it prevents mis-communication and rumors.
Employee Management
# In order to ensure that all employees are treated equally, many HR departments have set procedures in place regarding employee reviews, promotions and raises, and terminations. These procedures make it more difficult for department managers to choose "favorites" and it levels the playing field for all employees. For example, HR departments usually have annual or quarterly employee performance reviews that measure everyone on the same scale. Some HR departments also have procedures regarding set requirements (that are measurable) in order for an employee to receive a pay increase or promotion. These types of procedures may also raise employee morale, because it gives employees set guidelines to achieve their career and monetary goals
comment:
SOP in human resources is important because it gives employees set guidelines to achieve their career and monetary goals.
galih sutriasih
C1L008009
Standard Operating Procedures for Hospitals
1. Public or private hospitals use standard operating procedures in departments ranging from security to housekeeping. These procedures are used to teach and protect employees, patients and contractors. One type of procedure is implementing a security lock down. Additional procedures can include range response to a fire and protecting patient safety.
Lock Down Plan
2. A lock down plan authorizes personnel to close entrances and exits for reasons such as a security breach. According to the American College of Emergency Physicians (ACEP), hospitals can perform a total lock down or controlled lock down, such as exit doors only. The lock down plan should be updated annually. Explain the procedures for each situation to staff members.
Fire Response Plan
3. A fire response plan should provide safety to employees, visitors and patients. It should make clear when staff and patients should evacuate. A copy of the plan should be available in each department.
Hazardous Chemicals Procedures
4. Employees facing exposure to hazardous chemicals range from nurses to hospital housekeepers. The Occupational Safety and Health Administration (OSHA) suggests that employees receive training before handling chemicals. Create a hazardous chemicals guideline, which includes when protective equipment such as gloves or face masks must be worn.
Contaminated Laundry
5. Nurses and housekeeping staff member face exposure to blood and bodily fluids. Develop guidelines to reduce exposure to contaminated laundry. The guidelines should include how contaminated laundry is labeled, how it should be transported and where it should be stored.
Patient Safety
6. Patient safety procedures should protect inpatients and outpatients. The rules should outline how and when health professionals should be hired, such as setting a requirement for a state license. Other subjects could include infection control and how patient safety is measured.
COMMENT :
ThesE standard operating procedures are used to teach and protect employees, patients and contractors. One type of procedure is implementing a security lock down. Additional procedures can include range response to a fire and protecting patient safety.
Jamilatun
C1L008018
International Accounting
Standard Operating Procedures for Clinical Chemistry
The preparation of test procedures comes under the broad heading of Standard Operating Procedures (SOPs). SOP is a clear, concise and comprehensive written instruction of a method or procedure which has been agreed upon and authorized as the operating policy of the department.Inspections target these quality documents since the most frequent reported deficiencies during inspections are the lack of written SOPs and/or the failure to adhere to them. Organizations involved in clinical research whether pharmaceutical companies, sponsors, contract research organizations, investigator sites, ethics committees or any other parties require SOPs to achieve maximum safety and efficiency of the performed clinical research operations. All people and sites involved in clinical studies (both at the sponsor and at the investigative sites) must have appropriate SOPs in place in order to conduct clinical research in compliance with current regulations.
The training of staff using SOPs therefore becomes very important, so that staff actually become aware of why and how SOPs can play an important role in fulfilling the ICH and other regulatory requirements.In general, SOPs, which mainly contain detailed descriptions of each analytical method, are essential for maintaining the same analytical quality over a long period of time. The procedures are a prerequisite to correct transfer of methods from one laboratory to another. The contents of SOP are as follows:
- Introduction
- Principle of method
- Specimen types, collection and storage
- Reagents, standards and control - preparation and storage
- Equipment, glassware and other accessories
- Detailed procedure
- Calculations, calibration curve
- Analytical reliabilities – (QC and Statistical assessment)
- Hazardous reagents
- Reference range and clinical interpretation
- Limitations of method (e.g. interfering substances and troubleshooting)
- References
- Date and signature of authorization
- (Effective date + Schedule for review)
Comment :
Through the use of standard operating procedure the laboratory can ensure that the results being issued by it are reliable enough to allow decisions to be taken with confidence. Public or private hospitals use standard operating procedures in departments ranging from security to housekeeping. These procedures are used to teach and protect employees, patients and contractors. One type of procedure is implementing a security lock down. Additional procedures can include range response to a fire and protecting patient safety.
Name: Erna Isabela Purba
NIM : C1L008014
Controlling Time and Temperature During Preparation
PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation.
SCOPE: This procedure applies to foodservice employees who prepare food.
KEY WORDS: Cross-Contamination, Time and Temperature Control, Food Preparation, Temperature Danger Zone
INSTRUCTIONS:
1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP.
2. Follow State or local health department requirements.
3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP.
4. Use clean and sanitized equipment and utensils while preparing food.
5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP.
6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to
41 ºF or below before combining with other ingredients.
7. Prepare foods as close to serving times as the menu will allow.
8. Prepare food in small batches.
9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator.
10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING:
1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple.
2. Take at least two internal temperatures from each pan of food at various stages of preparation.
3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS:
1. Retrain any foodservice employee found not following the procedures in this SOP.
2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot.
3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time.
4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes.
5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING:
Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment:
In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Controlling Time and Temperature During Preparation
PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation.
SCOPE: This procedure applies to foodservice employees who prepare food.
KEY WORDS: Cross-Contamination, Time and Temperature Control, Food Preparation, Temperature Danger Zone
INSTRUCTIONS:
1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP.
2. Follow State or local health department requirements.
3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP.
4. Use clean and sanitized equipment and utensils while preparing food.
5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP.
6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to
41 ºF or below before combining with other ingredients.
7. Prepare foods as close to serving times as the menu will allow.
8. Prepare food in small batches.
9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator.
10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING:
1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple.
2. Take at least two internal temperatures from each pan of food at various stages of preparation.
3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS:
1. Retrain any foodservice employee found not following the procedures in this SOP.
2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot.
3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time.
4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes.
5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING:
Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment:
In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Controlling Time and Temperature During Preparation
PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation.
SCOPE: This procedure applies to foodservice employees who prepare food.
KEY WORDS: Cross-Contamination, Time and Temperature Control, Food Preparation, Temperature Danger Zone
INSTRUCTIONS:
1.Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP.
2.Follow State or local health department requirements.
3.Wash hands prior to preparing foods. Refer to the Washing Hands SOP.
4.Use clean and sanitized equipment and utensils while preparing food.
5.Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP.
6.Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to
41 ºF or below before combining with other ingredients.
7.Prepare foods as close to serving times as the menu will allow.
8.Prepare food in small batches.
9.Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator.
10.If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING:
1.Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple.
2.Take at least two internal temperatures from each pan of food at various stages of preparation.
3.Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS:
1.Retrain any foodservice employee found not following the procedures in this SOP.
2.Begin the cooking process immediately after preparation is complete for any foods that will be served hot.
3.Rapidly cool ready-to-eat foods or foods that will be cooked at a later time.
4.Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes.
5.Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING:
Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency.The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment:
In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Controlling Time and Temperature During Preparation
PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation.
SCOPE: This procedure applies to foodservice employees who prepare food.
KEY WORDS: Cross-Contamination, Time and Temperature Control, Food Preparation, Temperature Danger Zone
INSTRUCTIONS:
1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP.
2. Follow State or local health department requirements.
3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP.
4. Use clean and sanitized equipment and utensils while preparing food.
5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP.
6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to
41 ºF or below before combining with other ingredients.
7. Prepare foods as close to serving times as the menu will allow.
8. Prepare food in small batches.
9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator.
10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING:
1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple.
2. Take at least two internal temperatures from each pan of food at various stages of preparation.
3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS:
1. Retrain any foodservice employee found not following the procedures in this SOP.
2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot.
3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time.
4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes.
5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING:
Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment:
In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Name : Rahmat Hidayat
Student Number : C1L008011
Major: International Accountng
STANDARD OPERATING PROCEDURES on Ready-to-Eat (RTE) Products
Standard Operating Procedures (SOPs) can been defined as established or prescribed methods to be followed routinely for the performance of designated operations or in designated situations. They are very concise and specific step-by-step instructions. Establishments are encouraged to have SOPs for every task or activity in the facility.
Receiving Meat
1. Designated employee should verify that the raw material is from a company approved
supplier.
(Each plant should set supplier requirements and maintain a list of approved suppliers.
It is recommended that review of records related to the specific product and an on-site
audit of the supplier be conducted to make sure they are operating as the company
desires. For example, a company may require that suppliers have an intervention step
or that they are operating under HACCP systems.)
2. Designated employee should evaluate and document on a product receiving log the
condition of truck, container and carriers of raw material upon arrival.
Items for evaluation may include:
¨ Cleanliness of truck — no foreign materials, dirt, free of debris, free of off odors
¨ Temperature of truck — Temperature of the truck must be acceptable to maintain
product temperature. Plant may set specific temperature.
¨ Condition of door seals
¨ General truck condition — void of cracks, insulation in good condition, etc.
3. If truck condition is acceptable, then designated employee should verify that incoming
material meets plant purchase specifications and/or that required documentation is
4. If the product meets the purchase specifications, then the designated employee should
evaluate the actual condition of the raw materials.
5. If incoming raw materials pass receiving inspection, then all raw materials should
receive plant-specific tracking/coding information prior to entering the storage facility.
Storing Meat
1. Place fresh product into cold storage (recommend 35°F) and frozen product into freezers
(recommend less than 10°F).
2. Complete plant specific storage records or product identification, so product will be used
on a FIFO basis or according to plant product rotation/inventory control schedule.
3. Store products to maintain package/pallet integrity. It is recommended that combo bins
have a protective covering (second cover) if they are being stored in racks and that the
protective covering should be removed prior to entering the processing area where the
primary covering is removed.
4. Procedures should be in place to maintain product integrity (i.e., prevent species
contamination, drip contamination during storage, etc.)
Tempering/Thawing of Frozen Materials
1. Place frozen product in a tempering room that is <50°F and allow product to reach desired
level of tempering or thawed state; actual time will vary depending on amount of product
and type of packaging. (If the room temperature is higher than 50°F then one must evaluate
the time/temperature relationship to reduce the risk of potential microbial growth on the
surface of the product.)
2. The product should be monitored on a scheduled basis to prevent loss of package
integrity and product drip, and to ensure that product drip does not contaminate other
products.
3. The product temperature should be monitored and documented on a scheduled basis to
ensure that the desired end temperature is not exceeded.
4. All of the products should maintain the plant-specific tracking/coding information to
ensure proper traceability of product from receiving through to final end products.
Controlling Time and Temperature During Preparation
PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation.
SCOPE: This procedure applies to foodservice employees who prepare food.
KEY WORDS: Cross-Contamination, Time and Temperature Control, Food Preparation, Temperature Danger Zone
INSTRUCTIONS:
1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP.
2. Follow State or local health department requirements.
3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP.
4. Use clean and sanitized equipment and utensils while preparing food.
5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP.
6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to
41 ºF or below before combining with other ingredients.
7. Prepare foods as close to serving times as the menu will allow.
8. Prepare food in small batches.
9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator.
10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING:
1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple.
2. Take at least two internal temperatures from each pan of food at various stages of preparation.
3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS:
1. Retrain any foodservice employee found not following the procedures in this SOP.
2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot.
3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time.
4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes.
5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING:
Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment:
In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Febriarini Rismawati
C1L008023
An inside Peek at Wal-Mart's Standard IT Operation Procedure
(page 1)
Wal-Mart's CIO, Linda Dillman, gave a keynote in Las Vegas at the Forrester IT Forum 2006. Dillman presented practical insights into the IT function for one of the world's largest and most successful profit-oriented organizations.
IT strategy
Dillman outlined three principles for IT at Walmart. These reflect Wal-Mart's strategic, which guide development and deployment of all IT systems and capabilities.
1. Merchants First.
IT personnel at Wal-Mart should be merchants first, and technologists second. IT talks to customers (users) not in terms of technology but in terms of the business. "Our users don't know much about our technology platforms or tools. They shouldn't care whether we are running mainframes or UNIX," she said.
2. Run Common Systems and Common Platforms.
Wal-Mart runs a single system with a single set of code worldwide. "The first thing we do when beginning operations in a new country is to migrate store operations to our code," she said. "The cost advantages are huge: Our IT budget is well less than one-half a percent of sales. We can do this because we do not have to invest in multiple systems."
In addition to the cost benefits, the single-system approach allows Wal-Mart to leverage best practices, which are embedded in the system, across regions. When up-and-coming executives transfer to a different part of the world, they have the same system and processes that they have been used to in their old job. This supports Wal-Mart's leveraging of human resources worldwide.
3. Centralized Information Systems.
Wal-Mart runs all worldwide information systems out of its headquarters in Arkansas, with a second data center providing backup and failover. "A point-of-sale transaction entered in China comes back to Arkansas for credit card authorization and then returns to China to complete the sale," she said. "The whole process takes place in less than half a second."
One benefit of this approach is that most of Wal-Mart's developers are in one place, allowing them to more easily collaborate. The second benefit is that the developers are located in the heart of the business, eating lunch with buyers and talking about issues in retailing. This keeps the developers tuned in with the real concerns and needs of the business.
Regarding best practices, Wal-Mart takes a middle ground. On the one hand, it does not force all regions worldwide to do things exactly the same way. Nor does it let each region do its own thing. The middle ground is to define the best practices specifically for each region.
Wal-Mart believes that some core functions apply to all regions. For example, "every day low price" can and should be applied in all markets, regardless of what the local managers think from their past experience. They do not need to do special price promotions. "When local managers change over to every day low pricing, they find that it does work and they never look back," she said. "This is non-negotiable."
Other practices can vary by market, and when Wal-Mart finds a new best practice in a local market, the developers program it into the core system. "Localization is handled by turning things on or off. In some cases, we turn off large blocks of functionality for small markets, because it would just hurt their productivity," she said.
Febriarini Rismawati
C1L008023
- continued... (page 2)
Wal-Mart's Supplier Network
Dillman spoke about the growth of Walmart's digital network, now known as RetailLink, which was initiated in 1991 as a data warehouse providing daily sales data. According to Dillman, at the time, if they had done an ROI analysis on this initiative, they would have never approved it. "We just did it on gut instinct," she said.
The development of Retail Link, by which suppliers today have access to sales, shipment, orders, returns and other data on their products in Wal-Mart stores, flies in the face of retail mentality. Traditionally, because knowledge is power, retailers and suppliers do not share information. But Retail Link has shown the value to both parties of making information available.
Wal-Mart's RFID initiative has also shown the benefits of information sharing. Gillette, for example was able to tell from RFID data which stores did not get product out to the selling floor in time for a new product launch date and was able to discount such stores from their sales analysis. A smaller supplier that provides Christmas seasonal merchandise was able to track pallets through Wal-Mart's distribution chain. They saw that a group of pallets went into a DC but were not moving out to stores. They alerted the DC to the problem, which was able to expedite delivery to stores in time for the holiday season, saving the supplier from having to suffer lost sales and mark-downs.
Wal-Mart's Development Practices
Dillman was asked about Wal-Mart's view of buying versus building its applications and whether it was making use of service-oriented architectures (SOA) in development. She indicated that Wal-Mart does use some packaged applications for some functions, but for the "core" system, it is all in-house developed code.
Regarding SOA, she took a pragmatic view. She indicated that SOA as a technology will not by itself lead to faster and more flexible software development. She attributed Wal-Mart's success in developing and extending its core systems to the fact that they write all their own code and do so in a highly modular approach. In recent years, as Wal-Mart's IT group has gotten much larger, it has had to formalize its best practices so that they can be promoted among all staff members. This, in her view, is more important than the technology of SOA.
PERSONAL COMMENTS:
I just retieved altered view on WalMart. This could be good highlight too. Wal-Mart is famous for its support on the suppliers to do E-Business, and much of what is written about Wal-Mart in the technology press is from the perspective of the supplier that has to deal with Wal-Mart's commands. However, the explanation above just gave a different perspective--from inside Wal-Mart--and it shows how superb multi-national comapny uses IT extended into a competitive advantage, while spending much less on IT than most of its competitors.
We all can learn from Wal-Mart IT system which provided much easier transactions while spending less in the technology operation itself. This is one of the factors of success of Wal-Mart.
Sincerely.
Controlling Time and Temperature During Preparation
PURPOSE: To prevent food borne illness by limiting the amount of time that potentially hazardous foods are held in the temperature danger zone during preparation.
SCOPE: This procedure applies to foodservice employees who prepare food.
INSTRUCTIONS:
1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP.
2. Follow State or local health department requirements.
3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP.
4. Use clean and sanitized equipment and utensils while preparing food.
5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP.
6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to
41 ºF or below before combining with other ingredients.
7. Prepare foods as close to serving times as the menu will allow.
8. Prepare food in small batches.
9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator.
10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING:
1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple.
2. Take at least two internal temperatures from each pan of food at various stages of preparation.
3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS:
1. Retrain any foodservice employee found not following the procedures in this SOP.
2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot.
3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time.
4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes.
5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING:
Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment:
In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Controlling Time and Temperature During Preparation.
INSTRUCTIONS:
1. Train foodservice employees on using the procedures in this SOP. Refer to the Using and Calibrating Thermometers SOP.
2. Follow State or local health department requirements.
3. Wash hands prior to preparing foods. Refer to the Washing Hands SOP.
4. Use clean and sanitized equipment and utensils while preparing food.
5. Separate raw foods from ready-to-eat foods by keeping them in separate containers until ready to use and by using separate dispensing utensils. Refer to the Preventing Cross-Contamination During Storage and Preparation SOP.
6. Pre-chill ingredients for cold foods, such as sandwiches, salads, and cut melons, to
41 ºF or below before combining with other ingredients.
7. Prepare foods as close to serving times as the menu will allow.
8. Prepare food in small batches.
9. Limit the time for preparation of any batches of food so that ingredients are not at room temperature for more than 30 minutes before cooking, serving, or being returned to the refrigerator.
10. If potentially hazardous foods are not cooked or served immediately after preparation, quickly chill. Refer to the Cooling Potentially Hazardous Foods SOP.
MONITORING:
1. Use a clean, sanitized, and calibrated probe thermometer, preferably a thermocouple.
2. Take at least two internal temperatures from each pan of food at various stages of preparation.
3. Monitor the amount of time that food is in the temperature danger zone. It should not exceed 4 hours.
CORRECTIVE ACTIONS:
1. Retrain any foodservice employee found not following the procedures in this SOP.
2. Begin the cooking process immediately after preparation is complete for any foods that will be served hot.
3. Rapidly cool ready-to-eat foods or foods that will be cooked at a later time.
4. Immediately return ingredients to the refrigerator if the anticipated preparation completion time is expected to exceed 30 minutes.
5. Discard food held in the temperature danger zone for more than 4 hours.
VERIFICATION AND RECORD KEEPING:
Foodservice employees will record the date, product name, start and end times of production, the two temperature measurements taken, any corrective actions taken, and the amount of food prepared on the Production Log. The foodservice manager will verify that foodservice employees are taking the required temperatures and following the proper preparation procedure by visually monitoring foodservice employees during the shift and reviewing, initialing, and dating the Production Log daily. Maintain the Production Log as directed by your State agency. The foodservice manager will complete the Food Safety Checklist daily. The Food Safety Checklist is to be kept on file for a minimum of 1 year.
Comment:
In my opinion, the standard operational procedure on National Food Service Management Institute is very effective and efficience. This regulation is important because this regulation made to manage and control the actions of their employees. Through these regulations, every people on Food Service Management Institute will have standards about what should they do to the company everytime they works. Finally, after they apply these rule everytime they works, it has become routine.
Name: Thio Rizki Fauzi Yudhistira
Student Number: C1L008033
International Accounting
Here, I submit my 2nd assignment. This is the SOP of BTPN, one of private banks existing in Indonesia.
I take only one kind of operating procedures from the original standard operating procedure (SOP) of BTPN.
DEPOSIT EXTENSION
BACK OFFICE
1. Print the matured deposit report in every week for a maturity period of deposit, e.g. a week later and transfer it to the Customer Service to be followed up and to be informed to the customer.
CUSTOMER SERVICE
2. Before the maturity date of deposit, receive the matured deposit and follow it up to the customer.
3. If the customer agrees to extend their deposit, ensure that the interest rate is appropriate with Deposit Rate Time Table.
a. If not, transfer it to the Funding Officer to process the submission of a particular agreement. (Check on Appendix V).
b. If it’s fit, record the interest rate on the matured deposit sheet, sign it and transfer it to Back Officer to be processed.
BACK OFFICE
4. Receive the matured deposit sheet and print out the particular agreement email or form.
5. On the maturity date of deposit, suit the changes of interest rate based on the particular agreement email or form.
6. Submit the authority of the changes of interest rate by Authorized Officer in accordance with the limit of authorization.
AUTHORIZED OFFICER *)in accordance with the limit of authorization
Service Supervisor (SS)/Operation Supervisor (OpS)/Credit Acceptance Supervisor (CAS)/Branch Sales & Marketing Manager (BSMM)/Branch Operation Manager (BOM)/Sub Branch Manager (SBM)/Branch Manager (BM)/Area Business Leader (ABL)/ other officers in accordance with the structure that have similar function.
7. Verify the matured deposit report sheet and print out the particular agreement email or form.
Ensure that the interest of deposit is appropriate with the valid table rate/the particular agreement is signed by the Authorized Officer.
8. Ensure the validity of input result and matured deposit report sheet and print out the particular agreement form.
9. Authorize and sign on the matured deposit report sheet and print out the particular agreement email or form.
10. Based on the matured deposit report, ensure that all matured deposit and the extended deposit have been maintained on its interest rate.
BACK OFFICE
11. Print the confirmation of deposit extension and advise the interest payment of deposit based on the request of the customer that has been received from Customer Service.
12. Transfer the confirmation of deposit extension and advise the interest payment to Customer Service by using the receipt.
13. Transfer the confirmation of deposit extension and advise the interest payment to the customer or Funding Officer (for submitting to the customer) using the receipt.
Name: Thio Rizki Fauzi Yudhistira
Student Number: C1L008033
International Accounting
Comment:
In my opinion, this kind of operating procedure is effective and efficient in process of deposit extension. The standard operating procedure leads every division to treat every transaction in accordance with the operating standards that have been established by the company, in this scope, in a bank. Every division directly and indirectly is being controlled by the company (bank) through the established operating procedure. The operating procedures were made not only to treat every transaction in accordance with banking regulations and to prevent the fraud of banking crime, it’s also intended to control every division in every transaction, what action should be done is exist in the established operating procedure. The SOP consists of procedures and limitation of authorization of every division. It makes every division knows and understands what action is their rights and what action is their duties. The treatments of every transaction were made systematically to ease in processing, storing, and accessing the data base.
Establishing good, relevant and reliable operating procedure is very important in running any kinds of business. Good operating procedures mean good control, good control means good assurance of company’s success, good assurance means good return for the company.
I'm sorry sir,I don't know that actually I already sent my comment many times.But,I'll use the first comment.
Thank you sir...
by: erna isabela purba
continued...
Processing
1. It is recommended that the establishment utilize a validated HACCP system to control the
identified hazards for RTE products.
2. Production employees should evaluate the chemical composition of the raw materials to
ensure that proper formulation is obtained.
3. Production employees should evaluate the organoleptic properties for off odor,
discoloration, improper appearance prior to allowing product to enter the batch.
4. Production employees should record batch identification information and times of batch
production to maintain plant-specific tracking information.
5. Production employees should complete an evaluation of the equipment (grinders, defect
eliminators, ovens, etc.) on a scheduled basis and the time of each evaluation should be
recorded.
6. The product identification/tracking mechanism should identify specific processing lines.
7. Packaging and labeling employees are responsible for properly labeling end-products
with product identity and code dates which include an expiration date, sell-by date, useby
date, production date, etc. using a dating system according to company procedures.
8. Packaging and labeling employees are responsible for including all handling and storage
information according to each product’s requirements.
Loading/Shipping of Finished Product(s)
1. Designated employee should evaluate and document the condition of truck, container and
carriers of finished product prior to loading products.
The following items should be evaluated:
¨ Cleanliness of truck — no foreign materials, dirt, free of debris, free of off odors
¨ Condition of door seals
¨ General truck condition — void of cracks, insulation in good condition, etc.
2. All RTE products should be handled properly to maintain the condition of the products.
Therefore, it is recommended that the time the products remain on the loading and receiving
docks should be controlled based on the temperature of the docks.
3. The loading/shipping employees should be aware of the products being transported and the
proper handling techniques for those products.
4. Package integrity should be maintained during loading/shipping.
5. Product identification should be maintained through loading and shipping to ensure that the
products can be traced if needed for recall and/or market withdrawal purpose.
ASMAUL HUSNA W.P
C1L008002
Standard operating procedures on the Honda company
Based on the field of business a company can be divided into the Company Manufacture and Service Company / Service. Preparation of SOPs in each company according to their activities determined by the Department in the company.
For example, In the Company Manfacture large would be supported by a strong and reliable team, then they will need:
1. Ministry of HRD & GA
2. Ministry of Finance & Accounting
3. Marketing Department
4. Purchasing Department
5. Production Department
Now let we see one by one SOP what is in each Department.
1.Ministry of HRD & & GA
This department oversees all activities associated with staffing and other general activities to support the activities of the company. Generally, this Department will be headed by one person in the same.
For example, a general SOP grains in this department are:
• Procedures Pengajihan
• Travel Procedures
• Medical Claim Procedure
• Employee Attendance Procedures
• Document Delivery Procedures
• Office Equipment Maintenance Procedures
2. Ministry of Finance & Accounting
The department is menbantu Company in terms of financial and accounting records of the company. And if viewed from its activities common SOPs that will be found in this department include:
• Payment Procedure
• Admission Procedure
• Petty Cash Management Procedures
• Loan Procedure
3. Marketing Department
This department is as the spearhead of the Company in marketing their products. Common SOPs that will we find there are:
• Promotion procedures
• Search Procedure Prospective candidates Buyers
• Distribution Procedure
• Claims Procedure
• Procedures after Sales Service
• Billing Procedures
4. Purchasing Department
This department helps the Company in terms of procurement of goods Perusahaanm good for production activities also support and corporate administration.
In this department in general we will find:
• Procedures for Requesting Printed Supplies / Materials
• Booking Procedure Goods
• Goods Receipt Procedure
5. Production Department
Well this department is one of the most important, where the Department is all material processing activities carried out so be ready to be marketed Finih Good. Here also needs SOP variation is required in accordance with the type of goods produced.
Maybe in general SOP in this department can be described as follows:
• Raw Materials Acceptance Procedure
• Procedures Processing / Production
• Quality Control Procedures
• Storage Procedures
• Good Finish Expenditure Procedure
In my opinion, the standard operational procedure in the Honda is very good because in each department has its own operating standards. With the SOPs in each section so any work they can be controlled very well and is able to achieve the desired target so as to satisfy its customers.
KUSRINA LESTARI
C1L008035
The standard operational procedure on McDonald’s Corporation about waste reducation policy
1. Effectively managing solid waste. We are committed to taking a "total lifecycle" approach to solid waste, examining ways of reducing materials used in production and packaging, as well as diverting as much waste as possible from the solid waste stream. In doing so, we will follow three courses of action: reduce, reuse and recycle.
2. Reduce. We will take steps to reduce the weight and/or volume of packaging we use. This may mean eliminating packaging, adopting thinner and lighter packaging, changing manufacturing and distribution systems, adopting new technologies or using alternative materials. We will continually search for materials that are environmentally preferable.
3. Reuse. We will implement reusable materials whenever feasible within our operations and distribution systems as long as they do not compromise our safety and sanitation standards, customer service and expectations, nor are offset by other environmental or safety concerns.
4. Recycle. We are committed to the maximum use of recycled materials in the construction, equipping and operations of our restaurants. We are already the largest user of recycled paper in our industry, applying it to such items as tray liners, happy meal boxes, carry out bags, carry out trays and napkins. Through our "McRecycle" program, we maintain the industry's largest repository of information on recycling suppliers, and will spend a minimum of $100 million a year on the use of recycled materials of all kinds. We are also committed to recycling and/or composting as much of our solid waste as possible, including such materials as corrugated paper, polyethylene film and paper. We will change the composition of our packaging, where feasible, to enhance recyclability or compostability.
In my opinion: The standard operational procedure on McDonald’s Corporation about waste reducation policy is very effective and efficience.
Because they are not only concerned with corporate profits but care about the environment.
Name: RATNATI
Student number: C1L008017
Major: International accounting
Hi sir ...
This is the example of the standard operating procedure on a franchise company.
Now all people consume variety of products. That can causes the market began to grow rapidly that it can be a business opportunity for many people. One of the most preferred form of market is mini market. Why minimarket? because we can easy to find it and in addition, the selling price product is similar with price products in traditional markets. And one of the famous mini market in Indonesia is Alfamart.
As we know, Alfamart is famous retail distributor which is oriented to the empowerment of small entrepreneurs through franchising. There are several standard operational procedures that must be met if you want to do business franchise with Alfamart, that are:
1. Entities (CV, PT, etc)
2. Indonesian Citizen (WNI)
3. Been / will have a location with an area sales min. 80m2
4. Meet the licensing requirements in accordance with applicable provisions
5. Willing to follow the system & procedures applicable in Alfamart
6. Setting up investment funds to have a shop Alfamart
Comment:
In my opinion, applied of standard operational procedures who made by Alfamart management very effective and efficient to develop the business as a retail company so many people can start a franchising business with small equity. But because of standards operational procedures that are easy to applied, many Alfamart was opened very close so that the expected profit not maximized. So management not only give attention to develop franchise business but must also consider to product marketing strategy.
FSIS PRE-HACCP
Sanitation Standard Operating Procedures (SSOP)
As we know that Standard Operating Procedures (SOP) is operating procedures are powerful tools for seizing control of work procedures. It is the same things with sanitation SOP that I have send to your email. U.S. Department Agriculture from Food Safety and Inspection Service (FSIS) made it to provide instructions to achieve uniformity of the performance of sanitation in the all of United States of America. Sanitation SOP’s are the establishment’s commitment to FSIS that they will consistently provide a sanitary environment for food production. Actually, it really important for the people health’s because food is the main necessary for them. However, through this SOP, FSIS will verify that the sanitation SOP’s are being implemented and that they are effective in preventing direct product contamination and adulteration.
As an action control, FSIS made 20 blocks as the role of inspectors in order that they can always control the operational of sanitation through this uniformity. For example, in the Block 1, as their action control, FSIS inspection personnel will be sure they :
a.Know the regulatory requirements for Sanitation SOPs
b.Have the equipment, supplies, and references needed to perform and document inspections finding; and
c.Have access to pertinent plant records of documentation.
This step they use in order that producer know how to make the hygieniec and health food.
Thus, this SOP controls the sanitation of food products that are sold in their country. In additional, this SOP helps maximum safety for consumer’s health and operational efficiency for the FSIS inspectors.
Name : Candra Permada
NIM : C1L008021
Standard Operating Procedure (SOP) / Standard Operating Procedure is a technical manual that contains a standard set of instructions that describe the activities and processes that take place within a company. SOP serves to define all essential concepts and techniques and requirements needed, poured in a form that can be directly used by the organization's personnel in conducting their daily activities. Thus, the objective need for SOP in a company is to provide a shared perception of all personnel involved, giving an understanding of each step detail the activities to be implemented - so as to maintain consistency in the company's operations, and quality of products or services produced.
Some steps that describe a method for preparing SOP is as follows:
Determining goals
A procedure will be run effectively and efficiently if it has specific objectives to be achieved. With specific goals, then the whole process and instructions are prepared to give clear direction, and able to be the benchmark in assessing the success of the implementation of SOPs. It also serves a benchmark in the evaluation process of the SOP document itself, and evaluating the ability of personnel to run.
Perform internal evaluation
This stage is the review, coordination and communication between the company's policy makers, and all personnel involved. The evaluation was done to obtain input and recommendations from the personnel involved in order to sharpen the objectives, minimize the gap factor, eliminating the editorial inaccuracy, clarify instructions, and clarify the methods of implementation.
Comments:
In my opinion it is very good SOP for an organization or company because SOP memberiakan clear rules so that all can be controlled, except that documents in use are standard making it easier for employees to remember.
Name : Arindra Philanditano
SN : C1L008056
Major: International Accounting
Standard Operating Procedures for an Ambulance Company
# An ambulance company has a weighty responsibility: transferring infirm or injured persons from one place to another in the most safe and efficient way possible. For this reason they must follow standard operating procedures to properly handle these duties. Individuals who operate or accompany ambulance vehicles must be qualified and well-trained.
Training
# Training is the key for an ambulance operation. Each member of the ambulance team is required undergo yearly in-service training to hone skills and learn new policies and procedures. Training is centered on ambulance operation, patient care, health and safety, stress-management scene support and call mechanics.
Health and Safety
# Ambulance equipment must be maintained and personnel readied to meet all safety and health specifications. For example, ambulance personnel must complete a tuberculosis screening and have the hepatitis B vaccination. All personnel must also know how to protect themselves and other crew members from disease or injury. The Occupational Health and Safety Administration places specific regulations on handling blood-borne and airborne pathogens. Personnel must adhere to infection control by acquiring personal protective equipment such as gloves, facial masks and protective eyewear. They must also follow an exposure control plan. Safety plans include office and ambulance regulations and are an essential part of training as well.
License
# For continued operation of an ambulance, license renewal is required every two years. Licenses are renewed only if companies reapply according to individual state guidelines and keep operations in compliance with safety, health and training regulations.
Uniforms
# Uniforms are a basic regulation. Ambulance personnel must wear the mandatory approved uniform. Approved uniforms for any individual ambulance company may include a name badge, photo identification and the company name or logo. The uniform should not state or suggest that the company is in affiliation with another company or agency. Certifications may be shown as the company sees fit---with patchwork, for instance.
Vehicle Operation
# Ambulance vehicles should be staffed and operated on the most professional level at all times. For this reason no person can staff or operate an ambulance while under the influence of alcohol or drugs. The operator cannot drive in a reckless manner, at excessive speeds or while engaged in illegal conduct.
Patient Care
# While performing patient-care duties, personnel may never leave a patient alone or give out any patient information in relation to medical status or condition, unless it's to the appropriate parties. They must treat patients with professionalism and care at all times. They should always respect the patient's privacy regarding changing clothes or other personal privacy issues.
comment :
in my opinion sop is very usefull in some company.
Mustika Adi Sri Wijayanti
C1L008026
International Accounting
Standard Operating Procedures in Mandiri Laundry
Standard Operating Procedure is a rule in an organization that describes a routine procedure. SOP is needed by an organization to achieve organizational goals effectively and efficient.
-Empolyee Procedure
1. Parts of reception and cashier
2. Parts of washing
3. Parts of iron and packaging
Performed work shift and rolling the task to be more restrained and controlled.
-Procedure for handling costumer
1. Doing by the costumer acceptance an administration/cashier receive dirty clothes , separeted clothes if there are easily washed out colour, weighted and calculating the number of units clothes, make bill payment and choose the fragrance of parfume
2.Washing. Dirty clothes put in boxes according the name, and use the machine standard and detergen
3. Clean Clothes Iron. Ironing must be ironed one box to complete before switching to the other box and a good way of ironing is to notice that the fabric will pressed
4. Packaging. Packaged by using plastic packaging and matched with bill.
5. Acceptance and Payment. Consumer who would take the laundry, must show the bill. after payment is complete, the bill is being labeled " LUNAS " and the 2nd bill archieved as proof of transaction.
Comment :
I think SOP in Mandiry Laundry is good, effective and efficient. But there are still need of improvement such as costumer complaints in the event. Whether it's losing clothes, faded or damage. Mandiri Laundry must anticipate this because it's not impossible these event accur. And it must be responsibility by the laundry or giving free voucher of costumer who experience dissapointment. it will be good before it is weighed first checked his clothes. This will prevent unwanted accidents.
Nama : Mega Dwi Handayani
NIM : C1L007024
A consumer boycott infl icts a multi-layered
impact on a public fi rm. Beyond the direct
impact on the target ’ s sales and reputation,
there may be secondary impacts on its relations
with stakeholders, and hence on its
ability to communicate in order to manage
these relations. These effects may profoundly
and durably alter the position of a fi rm
vis- à -vis its stakeholders. They may also lead
or contribute to depreciation of the fi rm ’ s
market capitalization. All these dynamics
were present in the subject of this paper, a
consumer boycott that hits Danone SA, the
French multinational food and beverage
fi rm, in the spring of 2001 and its aftermath,
channeled by the emergence of new forms
and effects of media.
The second stream observes that, at least
in certain sectors of the economy, reputational
risks for a fi rm can lead to ‘ loss in
the value of a fi rm ’ s business franchise that
extends beyond event-related accounting
losses and is refl ected in a decline in its share
performance metrics ’ ( Walter, 2006 ). This
stream also draws on research into the ‘ intangible
’ factors – that is, factors besides
physical assets – which contribute to market
valuation, and which have been calculated as
comprising up to fi ve-sixths of the market
capitalization of the S & P 500 fi rms ( Lev,
2001 ). 1 We will argue that these two streams
of theory may be convergent under certain
conditions. Specifi cally, by abjuring dialog
in a crisis situation, a fi rm can greatly
magnify the risks to the reputation of its
leadership, and consequently to its market
capitalization.
A further contribution concerns a new
role played by media in organizational crises.
Key stakeholders now possess media of
their own, which are available in printed or
electronic form to infl uential publics. Thus,
whether or not the news media declare that
a confl ict is over and one of the parties has
won or lost may have virtually no effect on
continuing coverage in stakeholder media.
And this stakeholder coverage, contrary
to received wisdom, may have far greater
and more durable impact on real-world
outcomes than the verdict of mainstream
media.
After reviewing key background and
events in the 2001 boycott of Danone SA,
we will present evidence that Danone ’ s
apparent victory over protestors was achieved
at the cost of damaged relations with fi nancial
analysts, and that this damage corresponded
to signifi cant changes in the fi rm ’ s
market valuation. (We have separated news
and analyst reports from scholarly references;
the former appear in footnotes. 2 ) In our
closing discussion, we will propose alternative
communication strategies for fi rms faced
with similar confl icts and hypotheses for further
research.
Danone SA: A Model of Corporate Social
Reputation
By the end of 2000, Danone SA was a
French ‘ national champion ’ in more ways
than one. Beyond its status as Europe ’ s thirdranking
food and beverage fi rm behind Nestle
and Unilever, the fi rm had embarked on
a double strategy of consolidation within
Western Europe and global expansion.
France still provided 28.5 percent of the
fi rms ’ 14.3bn euro sales and 33.8 percent of
profi ts, 3 and surveys consistently showed
that Danone ’ s brand was the country ’ s most
admired and trusted. Remarkably, although
the group was engaged in virtually continuous
restructuring, rationalization helped
build its social reputation; the fi rm ’ s policies
for displaced workers were widely regarded
as exemplary. Founder Antoine Riboud ’ s son
Franck, who had become chief executive in
1996, extended that tradition by making
Danone one of the fi rst French fi rms to invest
in corporate social responsibility initiatives.
The fi rm ’ s reputation was equally high
in the fi nancial community. Franck Riboud
refocused the group on fresh dairy products,
bottled water and biscuits. Analysts at
ING Barings expressed a consensus when
they applauded ‘ management ’ s unwillingness
to make acquisitions that could destroy
shareholder value. ’ 4 Nonetheless, analysts
underlined that Danone had more biscuit
capacity than any other fi rms in Europe.
Management ’ s studies of how to reduce
that capacity were leaked with massive
consequences.
Revelation and Silence
On 10 January, 2001, France ’ s daily paper of
record, Le Monde , shouted the front-page
headline: ‘ Danone prepares to suppress 3,000
jobs in Europe, including 1,700 in France. ’
Danone confi rmed to Le Monde that the
fi rm had ‘ clearly too much capacity ’ in biscuits,
but refused further comment on the
grounds that under French law any information
must be given fi rst to union representatives.
Nonetheless, the group declared
itself a ‘ victim ’ of a ‘ destabilization campaign ’
and fi led a complaint asking prosecutors to
determine Le Monde ’ s sources, thus implicitly
confi rming the journal ’ s scoop. 5 Danone ’ s
response clearly aimed at avoiding risks that
restructuring would be overturned by judicial
challenges from unions. Strikes immediately
broke out at the fi rm ’ s biscuit plants.
In one plant, workers allowed unbaked
dough to harden like concrete in its receptacles,
an unprecedented protest. 6 The fi nancial
community, however, largely welcomed
the news. While some analysts recognized
that Danone ’ s plan would involve social,
legal and perhaps political diffi culties, more
typical were the analysts at ABN-Amro
who raised their rating from hold to add: ‘ In
the absence of a substantial acquisition, we
have expected Danone to achieve the slowest
rate of EPS growth among the European
majors [in its sector]. The rumoured restructuring
of its Biscuits division … suggests we
may well have underestimated the scope
for further restructuring savings from the
group. ’
Standard Operating Procedure
Factory Cleaning Procedure
At Sydco, several different classes of rubbish exist that must be disposed of separately by
different means.
- Filled Product Security Waste
This type of waste is placed in specially labelled bins "Filled Product Security Waste". It is then placed in a yellow disposal bin held in the rubbish holding area for disposal by shredding. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas on a DAILY basis.
- Non-Filled Product Security Waste
This type of waste includes empty product containers and product labels. It is to be placed in the bins labelled "Security Waste". These bins are taken to the WIP area in the Warehouse for shredding. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas on a DAILY basis.
- General Waste
This type of waste collection includes most rubbish from Offices, floors, Cafeteria, etc. It is to be bundled into plastic bags and placed in a disposal bin in the rubbish holding area. Removal of this rubbish from the Laboratory, Offices and Canteen into the disposal bins is the responsibility of the CLEANERS. Canteen rubbish is the responsibility of the Caterers and must not be taken through the Production area for disposal.
- Glass containers and broken glass
The items are to be kept SEPARATE from soft paper, etc. to avoid accidents, then placed into boxes and/or plastic bins before transferring to the general waste disposal bin. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas.
Comment..
I think Standard Operational Procedure is very important in every kind of business. With standard operational procedure it can make minimize false/eror, manage and control the actions of their employees, and their activity that must do. So they can be controlled very well and is able to achieve the desired target so as to satisfy its customers.
BAMBANG DWIGUNA
C1L008007
Standard Operating Procedure
Factory Cleaning Procedure
At Sydco, several different classes of rubbish exist that must be disposed of separately by
different means.
- Filled Product Security Waste
This type of waste is placed in specially labelled bins "Filled Product Security Waste". It is then placed in a yellow disposal bin held in the rubbish holding area for disposal by shredding. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas on a DAILY basis.
- Non-Filled Product Security Waste
This type of waste includes empty product containers and product labels. It is to be placed in the bins labelled "Security Waste". These bins are taken to the WIP area in the Warehouse for shredding. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas on a DAILY basis.
- General Waste
This type of waste collection includes most rubbish from Offices, floors, Cafeteria, etc. It is to be bundled into plastic bags and placed in a disposal bin in the rubbish holding area. Removal of this rubbish from the Laboratory, Offices and Canteen into the disposal bins is the responsibility of the CLEANERS. Canteen rubbish is the responsibility of the Caterers and must not be taken through the Production area for disposal.
- Glass containers and broken glass
The items are to be kept SEPARATE from soft paper, etc. to avoid accidents, then placed into boxes and/or plastic bins before transferring to the general waste disposal bin. CLEANERS are responsible for emptying these labelled bins from the Laboratory areas.
Comment..
I think Standard Operational Procedure is very important in every kind of business. With standard operational procedure it can make minimize false/eror, manage and control the actions of their employees, and their activity that must do. So they can be controlled very well and is able to achieve the desired target so as to satisfy its customers.
Name : Andreawan Eka S
Student Number: C1L008016
Major : International Accounting
This is the example of Standard Operating Procedure for Corporate
Executives on Preparedness and Response
Standard Operation Procedure
1. Activity
Every emergency procedure responds to an activity that has to be done during an
emergency caused by the threat or impact of a natural or man-made hazard. The
identified activities include:
Preparedness (non structural measures):
• Operational readiness of facilities, infrastructure and equipment in the face
of an emergency
• Setting up of Emergency Operations Centre (EOC) and the requirements
for the same (infrastructure, communications, staffing, inventory,
logistical support)
• Regular updating of resource inventory after a stipulated time period
• Updating on the world disasters, their response and incorporating learning
from the best practices.
• Awareness generation and capacity building
• Incorporation of training for skill enhancement for those responsible in
emergency situations
Response:
• Overall direction and coordination for the authority in-charge with the
government administration
• Emergency warning and its dissemination through pre-identified channels
• Rapid damage assessment and effective reporting
• Search and Rescue (including that from the collapsed structures)
• Assessment of medical need and response
• Temporary shelter management – (requirements for clothing and food)
• Law and order maintenance
• Logistical arrangements
• Coordination with local, national and international NGOs, GOs as well as
multilateral and bilateral agencies to avoid duplication of work.
• Media management
• Animal care
• Handling of fatalities
In my opinion:
Standard operating procedure is critical for companies to do an act in order not wrong in doing a job, the operating standards for the executive on the preparedness and response is critical because the human soul involves alertness because it is required by the executive to follow procedures that have been listed.
Over the next two weeks, protest widened
to the political sector and the public. A
survey showed that 85 percent of the French
supported the unions, and the Minister of
Employment supported a proposed law to
stop fi rings at profi table companies. Franck
Riboud granted an interview to the centerright
daily Le Figaro in which he assumed
direct responsibility for resolving the crisis:
‘ As president, I affi rm to all our employees
that the group … won ’ t change, and I personally
guarantee it. We pursue a project that
is both economic and social, and I am proud
to affi rm it. ’ Meanwhile, Danone lost control
of access to its Evry biscuit plant, which
became ‘ a major center of anti-globalist opposition.
’ An attempt by the plant manager
to block access to a Trotskyite municipal
council member failed when he had himself
named a union delegate. 8
Danone ’ s Attempt to Seize the Moral
High Ground is Undercut by Events
On 29 March, Danone presented a plan of
social measures for displaced workers that
went well beyond those required by French
law, and which the fi rm expected would
re-establish its credentials as a company that
took care of its people. 9 While the law
required that redundant workers be offered
one alternate position within their fi rm,
Danone promised to fi nd three opportunities
inside the group for every downsized
worker, and to help fi nd jobs in other fi rms
for those who did not accept its offers. The
group also promised to pay all relocation
costs for workers taking these opportunities,
which it was not required to do. Indemnities
would be paid to workers or their spouses
who suffered a loss of salary in moving –
again, a measure not required by law. Danone
further surpassed the law by offering to fi -
nance up to two trips for employees and
their families to cities where a job was open
and to pay for training for displaced spouses,
and by offering to help evaluate and fi nance
self-employment projects for employees who
Over the next two weeks, protest widened
to the political sector and the public. A
survey showed that 85 percent of the French
supported the unions, and the Minister of
Employment supported a proposed law to
stop fi rings at profi table companies. Franck
Riboud granted an interview to the centerright
daily Le Figaro in which he assumed
direct responsibility for resolving the crisis:
‘ As president, I affi rm to all our employees
that the group … won ’ t change, and I personally
guarantee it. We pursue a project that
is both economic and social, and I am proud
to affi rm it. ’ Meanwhile, Danone lost control
of access to its Evry biscuit plant, which
became ‘ a major center of anti-globalist opposition.
’ An attempt by the plant manager
to block access to a Trotskyite municipal
council member failed when he had himself
named a union delegate. 8
Danone ’ s Attempt to Seize the Moral
High Ground is Undercut by Events
On 29 March, Danone presented a plan of
social measures for displaced workers that
went well beyond those required by French
law, and which the fi rm expected would
re-establish its credentials as a company that
took care of its people. 9 While the law
required that redundant workers be offered
one alternate position within their fi rm,
Danone promised to fi nd three opportunities
inside the group for every downsized
worker, and to help fi nd jobs in other fi rms
for those who did not accept its offers. The
group also promised to pay all relocation
costs for workers taking these opportunities,
which it was not required to do. Indemnities
would be paid to workers or their spouses
who suffered a loss of salary in moving –
again, a measure not required by law. Danone
further surpassed the law by offering to fi -
nance up to two trips for employees and
their families to cities where a job was open
and to pay for training for displaced spouses,
and by offering to help evaluate and fi nance
self-employment projects for employees who
decided to leave the group. The plan also
addressed charges that the group was turning
its back on certain communities by offering
to help fi nance acquisitions of the plants
Danone was closing. Most originally, perhaps,
Danone proposed to ‘ reinforce the
economic fabric ’ of the affected communities
by fi nancially supporting the prospection
and implantation of new enterprises,
infrastructures and local initiatives, as well as
giving technical support to SMEs that
could hire Danone ’ s former employees.
And, Danone would close only two plants
in France (and not seven, as Le Monde
had reported) and others in Hungary and
Italy.
But events did not favor Danone ’ s bid to
re-establish its positive image. That same day
UK-based retailer Marks & Spencer abruptly
closed a major store in the heart of Paris.
Public outrage at this move ricocheted onto
Danone. Opinion polls showed that 70 percent
of the French still supported Danone ’ s
workers, and 90 percent said that profi table
companies should not be allowed to fi re
workers. 10
The Boycott is Launched
At the beginning of April, Communist and
Socialist mayors of big towns ordered their
hospitals, schools and cafeterias to stop buying
Danone products. Rapidly, endorsements
grew – from a mutualist supermarket chain
and postal workers ’ and bank unions, to four
more cities, and then the Green Party, and
then France ’ s leading anti-globalist association,
Attac, and then about 100 of the deputies
in the National Assembly, covering the
full spectrum of Leftist parties. Le Figaro observed
that such a ‘ political boycott ’ was ‘ a
fi rst in France. ’ 11 A copycat boycott began
in Hungary. Danone had said it would close
the plant that fabricated the iconic national
biscuit brand, Gyorki Keks. The mayor of
Gyorki immediately announced a boycott
and threatened to sue if Danone continued
to fabricate biscuits sold as Gyorki Keks in
plants elsewhere. On 20 April, the Hungarian
government offi cially announced that it
‘ expressly insists on [Danone] keeping the
Gyorki biscuit factory in operation. ’ 12 (Within
the year, Danone rescinded its plans to
close the Gyorki plant.)
Nama : Fathi Mandasiani R.B
NIM : C1L007042
Fathi said...
decided to leave the group. The plan also
addressed charges that the group was turning
its back on certain communities by offering
to help fi nance acquisitions of the plants
Danone was closing. Most originally, perhaps,
Danone proposed to ‘ reinforce the
economic fabric ’ of the affected communities
by fi nancially supporting the prospection
and implantation of new enterprises,
infrastructures and local initiatives, as well as
giving technical support to SMEs that
could hire Danone ’ s former employees.
And, Danone would close only two plants
in France (and not seven, as Le Monde
had reported) and others in Hungary and
Italy.
But events did not favor Danone ’ s bid to
re-establish its positive image. That same day
UK-based retailer Marks & Spencer abruptly
closed a major store in the heart of Paris.
Public outrage at this move ricocheted onto
Danone. Opinion polls showed that 70 percent
of the French still supported Danone ’ s
workers, and 90 percent said that profi table
companies should not be allowed to fi re
workers. 10
The Boycott is Launched
At the beginning of April, Communist and
Socialist mayors of big towns ordered their
hospitals, schools and cafeterias to stop buying
Danone products. Rapidly, endorsements
grew – from a mutualist supermarket chain
and postal workers ’ and bank unions, to four
more cities, and then the Green Party, and
then France ’ s leading anti-globalist association,
Attac, and then about 100 of the deputies
in the National Assembly, covering the
full spectrum of Leftist parties. Le Figaro observed
that such a ‘ political boycott ’ was ‘ a
fi rst in France. ’ 11 A copycat boycott began
in Hungary. Danone had said it would close
the plant that fabricated the iconic national
biscuit brand, Gyorki Keks. The mayor of
Gyorki immediately announced a boycott
and threatened to sue if Danone continued
to fabricate biscuits sold as Gyorki Keks in
plants elsewhere. On 20 April, the Hungarian
government offi cially announced that it
‘ expressly insists on [Danone] keeping the
Gyorki biscuit factory in operation. ’ 12 (Within
the year, Danone rescinded its plans to
close the Gyorki plant.)
Quality Policy
Schweppes Zimbabwe Limited (SZL) will be the leading provider of superior quality,
branded, still and non-alcoholic beverages for every consumer need in our chosen
markets.
SZL management and staff are committed to consistently produce high quality
beverages and maintain the highest standard of product safety in a cost effective
manner.
The following measures have been adopted in order to meet and exceed consumers,
customers, shareholders as well as legal authorities’ expectations:
• Comply with The Coca-Cola Management System (TCCMS), ISO 9001: 2008
standard requirements and applicable legal requirements.
• Implementing and maintaining a food safety management system in
compliance with TCCMS (3) and SANS 10330:2007 requirements.
• Establish, measure and timely review key objectives and metrics.
• Effectively communicate the quality policy to the organization and ensure its
clear understanding within the organization.
• Review the Quality Management System regularly for continuing suitability.
• Provision of resources to ensure effective implementation
Nama : Fathi Mandasiani R.B
NIM : C1L007042
Fathi said..
Quality Policy
Schweppes Zimbabwe Limited (SZL) will be the leading provider of superior quality,
branded, still and non-alcoholic beverages for every consumer need in our chosen
markets.
SZL management and staff are committed to consistently produce high quality
beverages and maintain the highest standard of product safety in a cost effective
manner.
The following measures have been adopted in order to meet and exceed consumers,
customers, shareholders as well as legal authorities’ expectations:
• Comply with The Coca-Cola Management System (TCCMS), ISO 9001: 2008
standard requirements and applicable legal requirements.
• Implementing and maintaining a food safety management system in
compliance with TCCMS (3) and SANS 10330:2007 requirements.
• Establish, measure and timely review key objectives and metrics.
• Effectively communicate the quality policy to the organization and ensure its
clear understanding within the organization.
• Review the Quality Management System regularly for continuing suitability.
• Provision of resources to ensure effective implementation
Nama : Fathi mandasiani R.B
NIM : C1L007042
The organisation has determined and implemented effective arrangements for
communicating with customers in relation to product information, enquiries, order
handling, including amendments and customer feedback, including customer
complaints. Training is offered to key customers on the characteristics of the product,
for example handling and storage conditions. The organisation also sends all the key
customers information on price changes, product re-launches and label and package
changes. The organisation has also implemented a procedure for monitoring consumer
contacts. Refer to Customer & Consumer Response Program SZ-SM-PR-01
NAME : ANINDITA PERMATASARI
STUDENT NUMBER : C1L008010
MAJOR : INTERNATIONAL ACCOUNTING
SOP Annual Leave Application
NATIONAL DEPARTEMEN PENDIDIKAN
UNIVERSITY BENGKULU
Cage Highway Lemonade Bengkulu
Tel. 21170-21884 -20236
Fax (0736) 20 236 Zip Code 38371A
Number: PK-C05
Date: March 4, 2005
Revision Date: March 3, 2005
Standard Operating Procedure
Submission of Annual Leave
The legal basis:
Procedure:
1.employee who will file annual leave, annual leave must fill out a form, and submit the completed form to the employee to be tested on the remaining leave entitlements;
2.employee who filed leave to sign the submission form and submit to immediate supervisor concerned and the competent authority to provide leave for signature;
3.manager directly handed to the employee concerned.
4.employee who perform on leave should inform the supervisor immediately after carrying out on leave.
Ratified by:
Head ... ... ... ...
Name : Nursolihah Mushanda
Student Number : C1L008046
Majority : Internatonal Accounting
This is the example of Standard Operating Procedure in Flight Safety Foundation ALAR Toolkit.
The Flight Safety Foundation (FSF) Approach and Landing Accident Reduction (ALAR) toolkit is a collection of tools and awareness material designed to help reduce the frequency and severity of approach and landing accidents and incidents, including controlled flight into terrain accidents.
The toolkit is the product of work which was carried out by the FSF international ALAR Task Force and published in 1998.
I take this SOP, because in Indonesia there are so many accident happened at our national airlines. So, I think it was great example.
In my opinion standard operational procedure is the most essential thing after planning step of company. SOP in FSF-ALAR serve manual section that could be directly implemented by the crew.
The ALAR provide Standard Operating Procedure not too long just like the other. They provide effective and comprehensive also clear ways to explain the operating procedures.
from this example.
We already knew that SOP should be the notes of activity chain that could be implemented directly, not just "long text"that makes us sleepy.
continued..
Comments :
In my opinion, the standars Operating prosedures is very important in an organization or a firm. The example SOP above on Cooperation Ready-to-Eat (RTE) Products. in the SOP is a lot of regulations governing standards of product quality and standards of an employee to do work, and other aspects to systematically record all current business policies, processes and procedures currently followed, to clearly indicate the flow of actions performed from beginning to end of the process chain
to inculcate a culture of control consciousness Among process owners and operatives,
to Observe shortcomings in these policies, processes and procedures and make recommendations Suitable for improvements in the policies, process effectiveness, process efficiency, internal controls and compliance, as applicable.
Name : Anggun Parassuci Adely
NIM : C1L008051
Major : International Accounting
Sir, I post my assignment in several page because the character is too long.
PAGE 1 :
STANDARD OPERATING PROCEDURE
WESTLINE
To : All Perspective BUYER and SUPPLIER
Due to the many failed coal contract and shipment in Indonesia we see an opportunity to be a specialized consultant in Indonesian representing our International clients, who are not familiar with the coal buying/selling and trading system in Indonesia.
Our company has done research and study about problem in Indonesia coal business since 2007 and thus set-up teams of professional to assist our international clients to negotiate, co-ordinate, supervise and administer from contract to shipment stage.
Below is our S.O.P in dealing with each coal contract/shipment.
a. Prospective BUYERS would fill up our version of the draft contract provided with their detail and requirement. Once the draft contract is duly filled by the BUYER, we would then source for funder provider and seller to accept all the terms and condition as per our draft contract. For both BUYER & SELLER, if there is addition and/or changes that are required on our draft contract, they would let us know the article no. and we would then review and confirmed with the relevant parties before we make the amendments at our end and send back to the BUYER/SELLER. It would take between 5-7 working days for us to confirm with funder and get coal allocation. (We would approach at least 10 prospective SELLERS/FUNDERS for each duly filled draft contract from the BUYER). We have large network of sourcing team, marketing team, partners, and authorized representative in both local and international market.
b. We would invite any seller to sign and sealed the contract if they accept the terms which we have mentioned in the contract agreed and accepted by the BUYER. Seller would also have to sign a declaration letter (see Annex A) that they would agree to submit copy of the document listed in the declaration letter.
c. Once the SELLER have sign the contract we would give them 5 working days to provide us all documents in terms of company legalities, past experience and funder commitment letter (see Annex B) or self-funding commitment (see Annex C) letter as per the attached SUPPLIER declaration format that we have prepared.
d. For the BUYER we would also request to sign a commitment letter about the dateline to open the L/C (see Annex D). This letter would be Cc to the BUYER respective embassy in Indonesia in case BUYER failed to issue the L/C without valid reasons. (We don’t want BUYER to simply sign contract, wasting everybody time when actually prospective BUYER are fully aware that they are either not in the position to issue the L/C or they have no firm contract with their respective end user).
Name : Anggun Parassuci Adely
NIM : C1L008051
Major : International Accounting
Sir, I post my assignment in several page because the character is too long.
PAGE 3 :
STANDARD OPERATING PROCEDURE
WESTLINE
Comment :
This is my first experience in reading Standard Operating Procedure (SOP) of a company. And I find one Standard Operating Procedure from a company in Indonesia, Westline Company. After I reading its Standard Operating Procedure, I notes several important things, I recognize the background of this company, and how they doing all procedure in their company.
The Westline company realize that there are so many failed coal contract and shipment in Indonesia. From here, they has done some research and study about that in Indonesia since 2007. They decide to be a specialized consultant to representing International client. To negotiate, co-ordinate, supervise, administer from contract to shipment stage.
So, they created the Standard Operating Procedure in dealing with each coal contract/shipment. The SOP mentioned about the rules to sign the draft contract, it would make the company easier to confirm with funder and get coal allocation. Besides, the SOP mentioned about the commitment letter which have to sign by the BUYER to open the L/C. When the BUYER issued the L/C the company will inform the SELLER before the company would go for mine site visit. And the company always checked abd verify some MOU between the parties. Finally, if both of them feel satisfied the company would get the SELLER to endorsed on the above cargo readiness letter and then sent it to our BUYER. This SOP very effective to negotiate, co-ordinate, supervise, and administer the cooperation between buyer, seller, and the company itself.
In this my assignment I have some format example of the letter, its include Sample Declaration Letter, Sample Funder Commitment Letter, Sample Self-Funding Commitment Letter, Sample of BUYER Commitment Letter to Issue L/C, Sample Cargo Readiness Letter. But its difficult to post it in your blog. So I sent it to your assignment e-mail, it will easier if you want to read it. Thank you.
Marissa Andrieyani
C1L008038
SOP of OUTLET BEVERAGE CONTROLS in a Hotel
POLICY:
This organization will consistently follow the control procedures herein listed in all beverage outlets under its management.
PRIMARY CONTROL IMPLEMENTATION AND RESPONSIBILITY:
The Controller/DOF is primarily responsible to ensure that a comprehensive system of internal controls is put into operation within all food and beverage outlets. The Director of Food and Beverage is responsible to ensure that the controls put into operation are consistently implemented and put into practice in all food and beverage outlets.
PROCEDURE:
The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls:
All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders.
Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions.
Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF.
Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval.
Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly.
Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls:
All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services.
All beverage product received must be received by an approved Manager/Supervisor.
As items are received they must be checked as follows:
o Each item must match the ordered specification with regard to brand and size of container.
o Each item must be verified to the quantity ordered.
o Each item must be verified to the invoice.
o Items purchased by quantity per case must be verified to the case received.
For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following:
o The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc.
o The signature of the driver.
o The amount of the credit in quantity, price and extended total credit amount.
A credit log must be maintained and reconciled with the general ledger on a weekly basis.
o A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
Requisitioning Beverage from Storage:
Beverage requisitions must be filled out by the night shift for each beverage outlet and left for the Receiving department to fill the next day.
Liquor requisitions must be accompanied by an empty bottle for each bottle of liquor being requested from inventory. Liquor requisitions will only be filled in a bottle-for-bottle exchange.
When liquor is being issued to outlets, the Receiving person filling the requisition must examine the bottles to find the non-removable sticker on each bottle. Any empty bottles without the hotel’s unique tag will be reported to the Controller/DOF and Food and Beverage Director.
For wine being requisitioned, a system of comparing bottles of wine sold individually and by the glass as evidenced by the Beverage Abstract Reports from the Point of Sale system for the prior day to the requisitioned bottle count must be maintained. Wine should then be issued according to the Abstract Reports.
A bin tag system should be utilized for all outlet wines.
Bar pars must be spot checked weekly to ensure proper stock and to look for bottle tags.
Inventory and Storeroom Control:
Keys to beverage storeroom(s) should be available only to the Beverage Purchaser, Beverage Management and Food and Beverage Director.
All beverage storage areas must be kept secured at all times.
Cost Management Controls:
Pricing Controls:
Wine menus must be cost-extended prior to implementation of any menu item to ensure proper pricing.
Liquor, beer and soda pricing must be reviewed at least semi-annually.
Dispensing Controls:
Liquor dispensing systems must be calibrated at least quarterly.
Where dispensing systems are not used, all liquor must be poured using a one ounce jigger, and “tails” will not be allowed.
All liquor pours must be made using an approved one ounce standard stainless steel jigger.
No free-pouring is allowed.
All liquor, wine, beer and soda dispensing systems must be turned off, secured or otherwise disabled after closing.
Sales and Receipt Controls:
Point of Sale systems must have a display that is clearly visible to customers.
All drink orders must be rung up immediately upon order. No delay should exist between the time a drink is ordered and the time a drink is entered into the Point of Sale system.
All drink orders called to bartenders must be accompanied by a Point of Sale drink ticket or “chit”.
All drink orders must be redlined or otherwise defaced or torn after service to prevent re-use of the chit or ticket.
All cash drink checks must be placed in a lock box after cash is collected to prevent re-use.
The cash drawer must be closed between transactions.
Name : Dhika Septri Andini
Student Number : C1L008025
Major : International Accounting
PT Anaheim
SOP Raw Materials in the Warehouse Receipts
[IMG]http://i526.photobucket.com/albums/cc342/Holy_NiNa/gambar.jpg[/IMG]
The picture above is the raw material receipts SOP PT Anheim who was in the warehouse. SOP type that I use the form Flowchart Format.
From SOP above, it appears that in purchasing goods company that enterprise shall be entitled to receive the BB and the Memorandum of the purchase of goods, which then will be processed in the BB checks. After the check whether the goods in accordance with what the PBB does not, in this case if it does not fit the next process will be handing it to the boss for the item replaced. And otherwise in accordance with the PBB then made reports on the results of checking to complete.
So it is clear that every item that will go into company PT Anhem always through the examination for there are no errors in the manufacturing process.
Receiving Procedures and Controls:
All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services.
All beverage product received must be received by an approved Manager/Supervisor.
As items are received they must be checked as follows:
o Each item must match the ordered specification with regard to brand and size of container.
o Each item must be verified to the quantity ordered.
o Each item must be verified to the invoice.
o Items purchased by quantity per case must be verified to the case received.
For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following:
o The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc.
o The signature of the driver.
o The amount of the credit in quantity, price and extended total credit amount.
A credit log must be maintained and reconciled with the general ledger on a weekly basis.
o A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
Requisitioning Beverage from Storage:
Beverage requisitions must be filled out by the night shift for each beverage outlet and left for the Receiving department to fill the next day.
Liquor requisitions must be accompanied by an empty bottle for each bottle of liquor being requested from inventory. Liquor requisitions will only be filled in a bottle-for-bottle exchange.
When liquor is being issued to outlets, the Receiving person filling the requisition must examine the bottles to find the non-removable sticker on each bottle. Any empty bottles without the hotel’s unique tag will be reported to the Controller/DOF and Food and Beverage Director.
For wine being requisitioned, a system of comparing bottles of wine sold individually and by the glass as evidenced by the Beverage Abstract Reports from the Point of Sale system for the prior day to the requisitioned bottle count must be maintained. Wine should then be issued according to the Abstract Reports.
A bin tag system should be utilized for all outlet wines.
Bar pars must be spot checked weekly to ensure proper stock and to look for bottle tags.
Inventory and Storeroom Control:
Keys to beverage storeroom(s) should be available only to the Beverage Purchaser, Beverage Management and Food and Beverage Director.
All beverage storage areas must be kept secured at all times.
Name : Anggun Parassuci Adely
NIM : C1L008051
Sir, i dont know I cant post my page 2 assignment. I think there are some mistake with this site. But, I sent it completely to you e-mail. Thank you.
Marissa Andrieyani
C1L008038
SOP of OUTLET BEVERAGE CONTROLS in a Hotel
POLICY:
This organization will consistently follow the control procedures herein listed in all beverage outlets under its management.
PRIMARY CONTROL IMPLEMENTATION AND RESPONSIBILITY:
The Controller/DOF is primarily responsible to ensure that a comprehensive system of internal controls is put into operation within all food and beverage outlets. The Director of Food and Beverage is responsible to ensure that the controls put into operation are consistently implemented and put into practice in all food and beverage outlets.
PROCEDURE:
The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls:
All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders.
Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions.
Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF.
Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval.
Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly.
Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls:
All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services.
All beverage product received must be received by an approved Manager/Supervisor.
As items are received they must be checked as follows:
o Each item must match the ordered specification with regard to brand and size of container.
o Each item must be verified to the quantity ordered.
o Each item must be verified to the invoice.
o Items purchased by quantity per case must be verified to the case received.
For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following:
o The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc.
o The signature of the driver.
o The amount of the credit in quantity, price and extended total credit amount.
A credit log must be maintained and reconciled with the general ledger on a weekly basis.
o A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
Marissa Andrieyani
C1L008038
SOP of OUTLET BEVERAGE CONTROLS in a Hotel
POLICY:
This organization will consistently follow the control procedures herein listed in all beverage outlets under its management.
PRIMARY CONTROL IMPLEMENTATION AND RESPONSIBILITY:
The Controller/DOF is primarily responsible to ensure that a comprehensive system of internal controls is put into operation within all food and beverage outlets. The Director of Food and Beverage is responsible to ensure that the controls put into operation are consistently implemented and put into practice in all food and beverage outlets.
PROCEDURE:
The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls:
All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders.
Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions.
Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF.
Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval.
Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly.
Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls:
All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services.
All beverage product received must be received by an approved Manager/Supervisor.
As items are received they must be checked as follows:
o Each item must match the ordered specification with regard to brand and size of container.
o Each item must be verified to the quantity ordered.
o Each item must be verified to the invoice.
o Items purchased by quantity per case must be verified to the case received.
For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following:
o The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc.
o The signature of the driver.
o The amount of the credit in quantity, price and extended total credit amount.
A credit log must be maintained and reconciled with the general ledger on a weekly basis.
o A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
Marissa Andrieyani
C1L008038
SOP of OUTLET BEVERAGE CONTROLS in a Hotel
PROCEDURE:
The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls:
All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders.
Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions.
Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF.
Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval.
Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly.
Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls:
All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services.
All beverage product received must be received by an approved Manager/Supervisor.
As items are received they must be checked as follows:
o Each item must match the ordered specification with regard to brand and size of container.
o Each item must be verified to the quantity ordered.
o Each item must be verified to the invoice.
o Items purchased by quantity per case must be verified to the case received.
For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following:
o The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc.
o The signature of the driver.
o The amount of the credit in quantity, price and extended total credit amount.
A credit log must be maintained and reconciled with the general ledger on a weekly basis.
o A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
Marissa Andrieyani
C1L008038
SOP of OUTLET BEVERAGE CONTROLS in a Hotel
PROCEDURE:
The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls:
1.All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders.
2.Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions.
3.Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF.
4.Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval.
5.Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly.
6.Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls:
1.All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services.
2.All beverage product received must be received by an approved Manager/Supervisor.
3.As items are received they must be checked as follows:
a.Each item must match the ordered specification with regard to brand and size of container.
b.Each item must be verified to the quantity ordered.
c.Each item must be verified to the invoice.
d.Items purchased by quantity per case must be verified to the case received.
4.For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following:
a.The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc.
b.The signature of the driver.
c.The amount of the credit in quantity, price and extended total credit amount.
5.A credit log must be maintained and reconciled with the general ledger on a weekly basis.
a.A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
Marissa Andrieyani
C1L008038
SOP of OUTLET BEVERAGE CONTROLS in a Hotel
PROCEDURE:
The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food outlet operations.
Purchasing Procedures and Controls:
1.All purchasing policy and procedure guidelines are to be followed in accordance with SOP AP 102 - Purchase Requisitions and Purchase Orders.
2.Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions.
3.Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF.
4.Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval.
5.Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly.
6.Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
Receiving Procedures and Controls:
1.All receiving policy and procedure guidelines are to be followed in accordance with SOP AP-104 – Receiving of Goods and Services.
2.All beverage product received must be received by an approved Manager/Supervisor.
3.As items are received they must be checked as follows:
a.Each item must match the ordered specification with regard to brand and size of container.
b.Each item must be verified to the quantity ordered.
c.Each item must be verified to the invoice.
d.Items purchased by quantity per case must be verified to the case received.
4.For any items listed on the invoice that did not meet specification standards, or were simply not delivered, a credit memo must be completed immediately, before the delivery person leaves the property. The credit memo must state the following:
a.The reason for the credit, i.e. item not delivered, item did not meet quality standard, etc.
b.The signature of the driver.
c.The amount of the credit in quantity, price and extended total credit amount.
5.A credit log must be maintained and reconciled with the general ledger on a weekly basis.
a.A Receiving Log must be prepared , and many more receiving procedures are included in the actual SOP manual.
Name: Ihsan Suparman
Student Number: C1L008019
Major: International Accounting
BTPN Bank (Standard Operating Procedure)
Changes of Instruction in Interest Payment of Deposit.
Customer:
1. Fill out and sign Changes of Instruction Form / Withdrawal of Deposit.
Customer Service:
2. Receive Changes of Instruction Form / Withdrawal of Deposit that has been filled in and signed by the customer.
3. Verify the correctness and completeness of the data charging.
4. Submit Changes of Instruction Form / Withdrawal of Deposit to the Custodian Funding for customer signature verification.
Custodian Funding:
5. Verify the signature of Changes of Instruction Form / Withdrawal of Deposit with specimen of customer signature (KCTT Customer).
6. Give stamp verified by_ and signature of Changes of Instruction Form / Withdrawal of Deposit.
7. Submit Changes of Instruction Form / Withdrawal of Deposit to Customer Service.
Customer Service:
8. Submit Changes of Instruction Form / Withdrawal of Deposit (Customer Sheet) to Customer/Funding Officer.
9. Submit Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet) to Bank Office.
Bank Office:
10. Make Changes of Instruction in Interest Payment based on Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet).
11. Submit the authorization of changes of interest instruction by authorized officer.
Authorized Officer *) appropriate limit.
Service Supervisor (SS) / Operation Supervisor (OpS) / Credit Acceptance Supervisor (CAS) / Branch Sales & Marketing Manager (BSMM) / Branch Operation Manager(BOM) / Sub Branch Manager (SBM) / Branch Manager (BM) / Branch Head (BH) / Area Business Leader (ABL) / or another office that have equivalent functions.
12. Verify Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet) and confirm the truth of the input with Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet).
13. Authorize and signature to The Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet).
14. Submit Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet) to the Bank Office.
Bank Office:
15. Save Changes of Instruction Form / Withdrawal of Deposit (Bank Sheet) with document of deposit financial transaction.
Comment:
In this SOP seen the control of changes of instruction in interest payment of deposit that is organized. Intended for the trust from the customer to employee performance of BTPN Bank, so that changes of instruction in interest payment of deposit is safe and organized.
In my opinion SOP changes of instruction in interest payment of deposit is very effective. Because with seen organized performance make a customer more trust and fill safe. It does will improve the image of BTPN Bank itself. And allow there is another customer will be interested.
Name : Erwin Aditama Putra
Student Number : C1L008050
Customer Service Standard Operating Procedures
The basics of customer service extend to face-to-face, phone and Internet sales. Every business should have a set of standard operating procedures (SOPs) when dealing with customers. These SOPs should be straightforward and understandable.
1. Listening
The customer service representative must listen to customers. He must ask questions and rephrase the customer's problem if necessary. This reassures the customer that she was heard.
2. Empathy
Apologize to the customer for the problems that were caused. As applicable, offer the customer discounts on products and services to accommodate for not meeting the customer's expectations.
3. Follow-up
Advise the customer of the next steps, take those actions and communicate back to the customer what was done. Perform as promised and keep the customer updated.
4. Courtesy
Be polite. Say "please" and "thank you." Do not allow the customer to use vulgar language. If she does, politely advise her not to, and that if it continues, the call will be disconnected.
5. Processes
Document frequently customer issues. Work behind the scenes to eliminate repeat problems.
Comment:
Customer service standard operational procedure on company is very effective and efficiency. This regulation is important because
Name : Erwin Aditama Putra
Student Number : C1L008050
Customer Service Standard Operating Procedures
The basics of customer service extend to face-to-face, phone and Internet sales. Every business should have a set of standard operating procedures (SOPs) when dealing with customers. These SOPs should be straightforward and understandable.
1. Listening
The customer service representative must listen to customers. He must ask questions and rephrase the customer's problem if necessary. This reassures the customer that she was heard.
2. Empathy
Apologize to the customer for the problems that were caused. As applicable, offer the customer discounts on products and services to accommodate for not meeting the customer's expectations.
3. Follow-up
Advise the customer of the next steps, take those actions and communicate back to the customer what was done. Perform as promised and keep the customer updated.
4. Courtesy
Be polite. Say "please" and "thank you." Do not allow the customer to use vulgar language. If she does, politely advise her not to, and that if it continues, the call will be disconnected.
5. Processes
Document frequently customer issues. Work behind the scenes to eliminate repeat problems.
Comment:
Customer service standard operational procedure on company is very effective and efficiency. This regulation is important because this regulation made to manage and control the actions of customer service.
Name: Dewi Nur Priskasari
NIM:C1L008036
Major: International Accounting
This is an example of the standard operational procedures in Technology Computer Services Groups
There is a limit to the amount and type of work that can be accomplished by DoIT. Formalized
procedures are defined to use our finite resources to get the most good for Maritime College as a
whole. The combination of formalized procedures, a freer flow of information and ideas, and the
pseudo matrix organization will enable DoIT to better prioritize work and develop a unified and
standardized approach to providing Information Services to Maritime College.
• Consulting:
Consulting tasks are ad hoc user requests that occur when a user problem is referred
to a member of DoIT. These are more informal and unstructured than formal
projects, however, consultation requests received by staff members and by the DoIT
staff are logged with pertinent information and retained for future reference.
• Help Desk:
consultants staff the
center to answer general or routine questions and resolve minor problems. Complex
problems requiring lengthy solutions will be referred to the appropriate staff member.
The rule-of-thumb is that routine consulting involves an issue that can be resolved
within one hour. This also
helps to reduce work interruptions and increase the productivity of DoIT’s staff work
on assigned projects.
• Operations and Maintenance:
Operations and Maintenance includes recurring tasks or trouble-shooting related to
the reliability and availability of information technology resources. These tasks
include all information technology resources that are available to the students,
faculty, and staff such as the central facility, the data networks, and related software
systems.
• Employee Development:
Due to the dynamics of the computer industry, it is critical that the Department of
Information Technology train and develop its employees in new technologies.
Attendance at professional seminars, conferences, education, training, and college
Employee Development ensures that DoIT personnel remain abreast of new technologies as they emerge. Individual Development Plans (IDP) will be the basis for scheduling
Employee Development and will assist in workload planning. These plans are
reviewed and updated annually in parallel with performance evaluations.
• Administrative:
Administrative tasks include tasks that are required for personnel administration
(evaluations and awards), or certain types of safety or supervisory training. Not all
administrative tasks are specifically related to the business of Information
Technology, but are required administrative tasks and must be accomplished in a
timely manner to ensure that mandatory guidelines are met. Many administrative
tasks are recurring, so they can be fit into workforce loading plans.
Coment:
I think with the implementation of standard operating procedures made by a company or a group can make the running business smoothly, because with a good division of tasks, all problems can be overcome, and the work can be completed quickly and well controlled.
SHOLIHAH PUSPITANINGTYAS
C1L0008003
INTERNATIONAL ACCOUNTING
This is standard operating procedure(SOP) Dairy Farm Business, Pennstate, College of Agricultural sciences agricultural research and cooperative extension
Clarity Farms Parlor SOP Basic Milking Procedure
1. Wipe dirt and debris from the first cow’s udder.
a. Use your gloved hand to remove dry dirt and bedding.
b. Use a clean paper towel to dry the teats and udder if they are wet.
2. Predip all four teats with the green dip cup.
a. Squeeze dip up from bottom reservoir so that teat chamber is 3/4 full.
3. Strip two squirts of milk from each teat and observe for abnormal milk.
a. Squirt milk onto black surface of strip cup.
b. Abnormal milk may appear watery, bloody, or have clots or flakes.
c. If any abnormal milk is found, refer to Parlor SOP #2, “Dealing With Cows Showing
Abnormal Milk.”
4. Repeat steps 1, 2, and 3 with the second and third cows on the same side.
5. Return to the first cow and thoroughly wipe with a clean towel.
a. Completely clean teats from base of udder to end of teat.
b. Pay special attention to the tip of the teat where the opening is located.
c. Use more than one towel if necessary.
6. Attach unit to first cow and adjust.
a. Press green button on control panel to activate milking unit.
b. Attach teat cups while allowing as little air as possible to escape.
c. Adjust automatic take-off arm and hoses so milking unit hangs level from front to back.
7. Repeat steps 5 and 6 with the second and third cows in the side.
8. Begin at step 1 with the fourth cow on the side and repeat procedure with each group of three
cows until all 12 units are attached.
9. When all units have detached, postdip all cows with the blue dip cup and release.
Squeeze dip up from bottom reservoir so that teat chamber is 3/4 full.
Clarity Farms Feeding SOP #1, Feeding the Lactating Cows
1. Prepare Feedbunk
a) Sweep feed refusals to end of feed bunk
b) Scoop feed refusals into TMR mixer
c) Record weight of feed refusals in feeder notebook
d) Distribute feed refusals in bunk at steer pen
2. Load Mixer
a) Check feeder notebook for amount of ingredients to mix
b) Add protein concentrate from bin #1. Record lbs added in feeder notebook
c) Add ground corn from bin #2. Record lbs added in feeder notebook
d) Add corn silage from bunker #1. Record lbs added in feeder notebook
e) Add haylage from bunker #2. Record lbs added in feeder notebook
3. Mix Feed
a) Mix feed for exactly five minutes
b) Do not move tractor while mixer is running
c) Record total amount of feed in mixer in feeder notebook
4. Distribute Feed
a) Distribute feed evenly along entire length of feedbunk
b) Record time in feeder notebook
c) Return tractor and mixer to equipment shed.
My opinion this is a good SOP because it can control the process. And also can maintenance this quality. it can keep the clean environment.
Name : Retsa Dwiki Yanuar
Student Number : C1L008042
Major : International Accounting
This is the example of Standard Operating Procedure in The Community Emergency Response Team (CERT).
The Campo Fire and Rescue Department (CFR) recognizes the need to be able to incorporate and utilize volunteer help during certain emergency or disaster situations. Over the past several years, volunteer programs have been on the rise as more and more citizens have stepped forward to fill our nation's call to volunteerism. The Campo Fire and Rescue Department has taken a pro-active stance in this area by training citizens to be part of the Mountain Empire Community Emergency Response Team (CERT).
STRUCTURE
ME CERT is currently organized in geographic units, generally by community. ( See Appendix for current structure.) Each community unit consists of ME CERT members living in that community. Each community team will, with the approval of CFR, appoint a community CERT Team Leader. It is also suggested each community team appoint two alternate Team Leaders to serve in the event the Team Leader is not immediately available during an activation. Teams will be required to maintain a list of Members, their contact information and training status. Teams are also encouraged to interface with local community Disaster and Fire Safe originations.
PROCEDURES
1) CERT Membership
a. Mountain Empire residents, business owners and employees may
apply to be a member of the Campo Fire and Rescue Department, ME CERT.
b. Applicants must be at least sixteen years of age to apply.
c. Applicants must complete a Campo Fire and Rescue CERT Membership Application form, the ME CERT Volunteer Agreement and a Disaster Service Worker (DSW) application.
2) ME CERT Steering Committee
a. The Steering Committee shall consist of three members in good standing of the CFR ME CERT program and three members of the Campo Fire and Rescue Department and/or other local Fire and Law Enforcement agencies in the Mountain Empire area, who have expressed an interest in being a part of the Committee
b. The CFR CERT Program Manager and Fire Chief, will make the final determination / approval of the Steering Committee members.
c. The Steering Committee shall elect a member in good standing of ME CERT as the ME CERT Volunteer Coordinator, to help carry out the tasks and duties assigned to the ME CERT Program Manager.
3) CERT Training
a. CERT training is in accordance with the current Federal Emergency
Management Agency and California Citizens Corps guidelines.
b. Each CERT Member trainee will receive a copy of the CERT
Participant Handbook.
4) CERT Activation
a. CERT members may be deployed by Campo Fire and Rescue for any type of major incident to include but not be limited
b. CERT member activations must be approved by the Campo fire and Rescue Fire Chief or his/her designee.
c. Any time a CERT member is activated, information regarding the
extent of activation needs to be documented. Documentation is
accomplished by including
d. CERT members must operate within the scope of their CERT
training, as well as comply with all federal, state and local laws
when functioning as a CERT member. These requirements are
established through the CERT Participant Handbook.
e. Once the scenario is resolved, the supervising Campo Fire and Rescue employee should deactivate the CERT member / team.
f. CERT members are not permitted to carry or possess any weapons
while undertaking activities as a CERT member.
g. Any activated CERT member that suffers an injury while performing
an assigned task must immediately
Comment
With Standard Operating Procedure very effective that is to be they will perform duties including making decisions as to the necessity of providing emergency services in a prudent and reasonable manner, within the scope of training, at all times.
Name : Winnie Marladewi W
Student Number : C1L008031
Major : International Accounting
FedEx Virtual
STANDARD OPERATING PROCEDURES
FedEx pilots flying scheduled routes on VATSIM are required to fly the aircraft their flightplan dictates. Furthermore, we expect pilots to use the callsign they chose upon application. Failure to do so may
result in a reduction of pay for that flight, or deletion of that flight. FedEx Virtual is a member of the VATSIM community, which means all flights are conducted online, connected to the VATSIM servers. VATSIM is a global network, comprised of multiple servers for each region of the globe, providing simultaneous flight with thousands of individuals of all nationalities. We chose this network for its reputation of professionalism, and high subject matter knowledge of ATC personnel. All VATSIM procedures adhere to real world standards, and all pilots flying on the network are expected to have basic knowledge of these procedures, and execute them accordingly
Name: Aditya Brahmanta Saputra
Student Number : C1L008039
Major : international accounting
Standard Operating Procedure: E-Payment
As per CVC directives, each Govt. office has to adopt e-payment mechanism for
disbursing salary to employees and also for making the third party payments to ensure
transparency and avoid delays in Govt. transactions. Ministry of Defence (Finance) vide
amplification note No. XV issued under ID No. 32(I)/2004-Estt-1 dated 09.06.06 has
issued amendment to article o/5 of schedule-IV (para 5.18) referred to in para 49 of
Defence Procurement Mannual-2005 making it mandatory for the supplier/vendors to
indicate their bank account No. and other relevant e-payment details so that payment
could be made through ECS/NEFT/RTGS mechanism instead of payment through
cheques.
All Public Sector Banks i.e. SBI and it’s Associate Banks, PNB, etc. and leading
private banks ( ICICI, HDFC, IDBI, Axis Bank, etc. who have been authorized by RBI to
undertake the Govt. businesses) are offering following electronic mode services for
transfer of funds:
(i) National Electronic Fund Transfer (NEFT).
(ii) Real Time Gross Settlement Scheme (RTGS)
(iii) Electronic Clearance Scheme (ECS)
(iv) Core Banking Solutions (CBS)
NEFT
In this system, vendor’s account can be directly credited across the country whose
accounts are with any CBS Branch having unique IFSC Code. There is no upper or
lower limit of transaction value through this mode .The amount is credited to
beneficiary’s A/c through batch processing system.
RTGS
It is generally used for electronic transfer of high value transactions across the
country on real time and gross settlement basis. Main advantage of this system is that
funds are transferred to beneficiary’s A/c through online system i.e. unlike NEFT system
where many transactions are clubbed together and processed in batches, in this system
payments are credited immediately to beneficiary’s A/c. However, at present minimum
amount that could be transferred through RTGS is Rs one lac.
ECS
It is a mode of electronic funds transfer from one bank account to another bank
account using the services of a Clearing House. This is normally for bulk transfers from
one account to many accounts or vice-versa. This can be used both for making payments
like distribution of dividend, interest, salary, pension, etc. by institutions or for collection
of amounts for purposes such as payments to utility companies like telephone, electricity,
or charges such as house tax, water tax, etc or for loan installments of financial
institutions/banks or regular investments of persons.
Continue Winnie....
Any FedEx Virtual pilot found to be in violation of these rules will be penalized according to the severity of the violation. Penalties can be as minor as a fine, or as severe as reduction in rank, or removal from the
virtual. While violations may seem minor at the moment, they could give our virtual a bad reputation, and could in fact result in our entire airline being removed from the network.
Although not all pilots enjoy flying over the internet, we do not accept offline PIREPs. We believe in order to maintain the integrity of our rank structure, pilots must provide proof of flight via the VATSIM network.
Upon initial membership to FedEx Virtual, you will be assigned a rank by one of our staff members, most typically, this will be the rank of Second Officer. Members are expected to climb through the ranking structure and ultimately obtain the rank of Captain, or Senior Captain. Promotions are handled in a different fashion than most virtual airlines. We believe in order to obtain a higher rank and wage, a member must show commitment through flight hours, and knowledge through tests. When a member has accumulated enough pay, they may visit the website’s resource center and purchase the test for their next rank. Exams can only be purchased for the next rank. Each exam pulls information directly
from our study guides, as well as this document. Furthermore, questions may ask what to do in specific situations. If a member does not score 80% or above on their promotion exam, they must purchase the test once again.
Aditya Brah (C1L008039)
CBS
Core Banking Solutions is new jargon frequently used in banking circles. The
advancement in technology, especially internet and information technology has led to
new ways of doing business in banking. These technologies have cut down time, working
simultaneously on different issues and increasing efficiency. The platform where
communication technology and information technology are merged to suit core needs of
banking is known as Core Banking Solutions. Here computer software is developed to
perform core operations of banking like recording of transactions, passbook maintenance,
interest calculations on loans and deposits, customer records, balance of payments and
withdrawal are done. This software is installed at different branches of bank and then
interconnected by means of communication lines like telephones, satellite, internet etc. It
allows the user (customers) to operate accounts from any branch if it has installed core
banking solutions. This new platform has changed the way banks are working.
In my opinion, the Standard Operating Procedures on E-Payments
As evident from above that for salary payments , ECS would be preferable. For
third parties payments and payments of personal claims of employees, NEFT would be
preferable.
Continue Winnie....
We have structured our pay system to pay pilots per hour. While we do expect pilots to file accurate times in their PIREP, we will cross-reference these figures with the VATAWARE database for accuracy.
Although wages are fixed figures, we offer several different flight types as described below, which affect the amount of money earned during a flight.
- FedEx Custom Ciritical Routes:
These routes are typically long-haul flights and are
denoted in blue. These flights earn an additional 25%.
- FedEx Feeder Routes:
These routes are typically short hops and are denoted
in orange. These flights reduce wages by 20%
At FedEx virtual, we believe that realism is a key ingredient to flight simulation. Because of this, we have structured our flight system accordingly. All flights MUST depart the destination airport of your last flight. In other words, if you fly from KMEM to KOAK, your next flight MUST depart from KOAK. There are exceptions to this rule however:
1. A member may purchase a jumpseat ticket from the
resource center allowing them to depart from an airport
of their choice.
2. A staff member deems it necessary to allow a pilot
to deviate from this rule. (Very rare)
Continue Winnie....
We have structured our pay system to pay pilots per hour. While we do expect pilots to file accurate times in their PIREP, we will cross-reference these figures with the VATAWARE database for accuracy.
Although wages are fixed figures, we offer several different flight types as described below, which affect the amount of money earned during a flight.
- FedEx Custom Ciritical Routes:
These routes are typically long-haul flights and are
denoted in blue. These flights earn an additional 25%.
- FedEx Feeder Routes:
These routes are typically short hops and are denoted
in orange. These flights reduce wages by 20%
At FedEx virtual, we believe that realism is a key ingredient to flight simulation. Because of this, we have structured our flight system accordingly. All flights MUST depart the destination airport of your last flight. In other words, if you fly from KMEM to KOAK, your next flight MUST depart from KOAK. There are exceptions to this rule however:
1. A member may purchase a jumpseat ticket from the
resource center allowing them to depart from an airport
of their choice.
2. A staff member deems it necessary to allow a pilot
to deviate from this rule. (Very rare)
Continue Winnie....
In order to fly a route, members must file their flightplan on the FedEx Virtual website by clicking “Flight Scheduling”. There are two methods of filing a flightplan:
1. Choose a pre-defined route from our extensive, and growing database. These routes have been pulled from real world flights, and are setup for maximum realism. This is the preferred method of flightplanning.
2. Design your own route. Although we offer this feature, we ask that you keep in mind that a staff member WILL review the route before approving your filed PIREP. Furthermore, you may only fly between airports that are in our database.
Upon scheduling your flight with our database, you must also file your flightplan with VATSIM. While there are several methods of doing this, including visiting http://www.vatsim.net, and visiting the relevant
ARTCC website, we highly suggest using the SquawkBox software. This software, or similar programs are a requirement to communicate with ATC, so it is also the easiest way to file your flightplan. The following is an example flightplan filed with SquawkBox.
FedEx pilots flying scheduled routes on VATSIM are required to fly the aircraft their flightplan dictates. Furthermore, we expect pilots to use the callsign they chose upon application. Failure to do so may result in a reduction of pay for that flight, or deletion of that flight.
Comment....
In my opinion, Standard Operating Procedures of Virtual FedEx has implemented an effective and efficient SOP. and require all employees to be disciplined by strict rules for the performance and the control of the controls work well according to existing procedures on a regular basis. SOP is an important part of the success of the quality system. In essence the implementation of the company's SOPs to ensure an operation run by established procedures.
Rijal Hilmi
C1L007021
International Accounting
FACILITY PROPERTY SERVICES
Facility & Property Management Service
Assisting the process of handing over the unit from the developer to unit owners, and manage areas of the facility property / building in accordance with applicable SOPs. Making the management regulations in accordance with management rules so that the value of investment properties / buildings remain high and the review of existing property conditions and make recommendations for change, renewal, increase in short and long term.
Reviewing existing insurance system building, managing and ensuring adequate insurance protection in accordance with the condition of the building, cost or budjet adequate according to the type of insurance.
Facility & Property Management in the form the two areas of management:
A. Building & Estate Management System
- Asset Management
- Administration
- Human Resources
- Finance and Accounting
- Lease Administration
- Insurance Administration
- Parking Coordination
- Advertising Promotion
- Other Tenant Services
- Tenant/ Owner Association
- Emergency Safety Procedures & Training
- Tenant Relations
- Structural Organization
- Mechanical & Electrical
- Plumbing
- Building Automation Systems
- Fire & Life Safety
- General Repairs & Maintenance
- Janitorial/ Housekeeping
- Vertical Transportation
- Site Maintenance
- Waste Water/ Sewer Treatment
- Security
- Telecommunications
- Energy Management
- Garage Operations
- Tenant Fit Out/ Construction Liaison
B. Facility Management
- 24 Helpdesk Operation Facility Property Service
- Property/ Facility Compliance Audit
- Preventive Maintenance
- Corrective Maintenance
- Facility Management Mobile Controlling System
- CFM System - a web-based Facility Management platform
- Job Codes, SOP Facility Management
- Utility & Vendor Payment Management
- Benchmarking and Operational Efficiency Implementation
- Clean Desk Policy Implementation
- Space Programming
- Green Building Consultancy
Name : Citra Dewi Indriawati
Student Number : C1L008047
Major : International Class of Accounting
This is the example of Standart Operating Prosedure of Dairy Farm manufacturing Operations.They take raw materials (feedstuffs, water, air), process the materials using their assets (cows, equipment, labor), and sell a product (milk) that is more valuable than the original raw materials.
Variation In Processes
Many people are confused about why variation should be considered such an important performance problem for a dairy farm. We know from both experience and research that variation is harmful to cows. They perform at their best when things are the same from day to day. Consider the following example of variation.
Suppose that we have a five-point scale to assess the degree of mixing in a totally mixed ration that was delivered to lactating cows. A score of five indicates that all ingredients are thoroughly blended, but the ration is over-mixed because particle length is reduced so that the ration is too fine to support good rumen function. A score of one indicates that the ingredients are not properly blended together and the cow can easily pick and choose which grains or forages she would like to eat. A score of three indicates that the ingredients are properly blended and the particle length is appropriate. Both high and low scores decrease productivity while a score of three is optimal.
One week’s degree of mixing scores for Farm A are shown in the chart below. Because different people mixed the ration on different days and there was a lack of standardization and training for the mixing process, the mixing scores for Farm A vary from five down to two.
* How would cows perform in this environment?
* The scores would average to about three, is this acceptable?
Let’s consider another farm that uses standard operating procedures to control the mixing process and reduce variation. The graph below shows degree of mixing scores for Farm B. Farm B’s degree of mixing scores for the same week vary from 2.5 at the lowest to 3.25 at the highest.
* If all other factors are the same, won’t the cows on Farm B outperform those on Farm A?
* How would you like your cows to be fed, consistently or variably?
Let’s consider another logical example that strengthens the case for controlling variation in dairy processes. Suppose that on a given farm, second lactation animals usually enter the milking herd and reach an average peak milk yield of 105 pounds per day. The herdsperson reviews records and happens to notice that recently second lactation cows are only peaking at 85 pounds per day. Upon further investigation, he discovers that these cows calved in early August.
August is a hot month where the farm is located. In addition, a fan in the maternity pen was broken at the time and was not replaced until late in August. This is an obvious case where variation away from the average indicated a definite problem in the maternity pen management system. The source of variation, the broken fan, led to decreased production that will continue to affect performance far into the future.
Comment:
We can see logically that variation in how processes are carried out can cause serious losses in productivity.
Standard operating procedures are a means to remove variation in work performance caused by people completing the same work processes in different ways. We shall see that variation in the performance of work processes is a very important problem for dairy farms that ultimately diminish dairy farm productivity and profitability.
RINA LESMANAWATI
C1L008043
CONTINUEUS....
CV. Trinity JAYA SELARAS HELP "SOLUTION DISTRIBUTION OF DOCUMENT / SECURITIES AND PACKAGE"
With that experience was the implementation of the "National Clearing System" in the Bank Indonesia, CV. Trinity JAYA SELARAS Distribution Management provides a solution which refers to the accuracy of Time, Speed, Sensitivity, Reability and Security. We have a Professional Team to provide a "Dedicated Distribution System" is focused and designed in accordance with the needs of the Bank / Company.
* Benefits provided
o Improving the efficiency and effectiveness in terms of distribution of documents / packages.
o Confidentiality and security of documents / packages more secure by using a safety bag.
o Availability of Operational Control Team, Audit and Supervision of the professional in support of distribution activities in accordance with "Standard Operational Procedure" (SOP).
o Availability of Special Team placed in the Field.
o CV. Trinity JAYA SELARAS will provide reimbursement per-occurrence of any loss.
o The availability of service 24 hours.
* Distribution Activities of "CV. Trinity JAYA SELARAS "
o Inter Document Services Branch.
o Distribution of Promotion Material.
o Document and Package Delivery Logistics.
o Credit Card, PIN, Billing Statement and Account Statement.
Comment :
SOP OF CV DISTRIBUTION DIVISION TRINITY JAYA SELARA on my opinion is good because SOP of CV Distribution Division Trinity JAYA SELARAS is part of the management structure of a company engaged in document distribution services,
CV distribution service. Trinity JAYA SELARAS a distribution services that have a competitive strength, supported by the strength of management, customer care, vision and mission, strategy, security and confidentiality.
SOPs are implemented very well because it provides a distribution management solution that refers to the timeliness, speed, speed, sensitivity, Reability and Security. and provides many advantages.
Simak
Baca secara fonetik
Name : Joko Purnomo
Nim : C1L008022
Major : International Accounting
This is examples of SOP :
STANDARD OPERATING PROCEDURE FOR OPERATION/MAINTENANCE OF QUANTIFLEX ANESTHESIA MACHINE/SURGIVET SAV2500 VENTILATOR UNIT
LABORATORY ANIMAL FACILITIES
1. Purpose
This procedure outlines how to operate and maintain the Quantiflex Anesthesia machine in conjunction with the SurgiVet SAV2500 Ventilator.
2. Scope
This procedure applies to all personnel needing to operate this equipment.
3. Procedure
1. Connect anesthesia machine to oxygen supply.
A. To wall supply by connecting green O2 line to wall port and turn white handled lever to vertical position to turn oxygen on.
B. To portable E tank of oxygen connected to machine itself.
2. Place clean set of hoses (circuit) to the inspiration and expiration ports.
3. Place proper size rebreathing bag on machine (based on animal's size to be anesthetized).
4. Make sure Isoflurane vaporizer is full.
A. To refill:
1. Make sure oxygen flow rate is off.
2. Unscrew cover to fill port.
3. Add Isoflurane using the non spill pour spout on the bottle.
4. Fill vaporizer to fill line (clearly defined in window gauge of vaporizer).
5. Screw port cover back on.
5. Pressure test the machine.
A. Close pop off valve.
B. Occlude circuit with finger and fill bag by pushing the flush O2 button.
C. Take pressure to 25 centimeters of water or until bag is full.
D. Pressure should hold in machine.
E. Set O2 flowmeter at 200 cc. If pressure is still falling, you must find the leak.
1. Places to look for leaks include:
A. Inspiratory and expiratory valves.
B. Around the absorber.
C. Pop off or relief valve.
D. Around the vaporizer.
E. Hole in bag or hoses.
2. Find leak (if not obvious) by mixing a soapy solution and spraying on machine looking for air bubbles.
6. Plug in SurgiVet Ventilator to electrical outlet.
7. Attach green O2 hose at rear oxygen port in back of ventilator to the T attachment on the anesthesia machine's oxygen port.
8. Make sure the 14" ventilator hose is connected at one end to the back port labeled bellows and the other end to the back of bellows port labeled 17mm (right side of ventilator).
9. Remove the bag from the anesthesia machine and connect the 48" supply hose. The other end is connected to the back port of the ventilator bellows labeled 22 mm.
10. The gas evacuation hose port (center in back of ventilator) should be connected to the anesthesia machine's F/air filter.
Ade Nelly Yunitasari
C1L008005
Standard Operating Procedure
Chemical Acquisition, Storage & Disposal
Procedures:
A.Acquisition of Chemicals
1.The purchase, transfer or use of any chemical that is not on the existing inventory for the laboratory must have prior approval from the Lab Supervisor/Principal Investigator (LS/PI) prior to purchase or use.
2.Before a hazardous material is used, information on proper handling, storage, and disposal will be made available to those who have potential exposure. A material safety data sheet is available for all hazardous materials purchased.
3.No chemical container is to be accepted without adequate identifying label information. The label should include, at a minimum, the substance name, appropriate hazard warnings, and identification of the manufacturer or distributor.
B.Inventory
1.The chemical inventory for the laboratory is contained in the Chemical Hygiene Plan as Appendix IV.
2.Inventories of any chemical materials synthesized in the laboratory must be developed and made available to emergency response personnel, but should not be included in the CHP’s chemical inventory.
3.Air, water and bulk samples obtained by lab staff will not be considered hazardous for inventory purposes if maintained in a sealed container (bottle, air-tight bag) and labeled with a sample number that is cross-referenced to an entry in the Samples database.
4.Gastec Detector Tubes and dry cell batteries are not considered hazardous for inventory purposes.
C.Storage
1.Both the storage and working amounts of hazardous chemicals will be kept to a minimum.
2.All chemical containers must have a legible and firmly attached label. Containers of peroxidizable chemicals (dioxane, THF, ethyl ether, etc.) will be dated when received and also when opened.
Name : Joko Purnomo
Nim : C1L008022
Major : International Accounting
This is examples of SOP :
STANDARD OPERATING PROCEDURE FOR OPERATION/MAINTENANCE OF QUANTIFLEX ANESTHESIA MACHINE/SURGIVET SAV2500 VENTILATOR UNIT
LABORATORY ANIMAL FACILITIES
1. Purpose
This procedure outlines how to operate and maintain the Quantiflex Anesthesia machine in conjunction with the SurgiVet SAV2500 Ventilator.
2. Scope
This procedure applies to all personnel needing to operate this equipment.
3. Procedure
1. Connect anesthesia machine to oxygen supply.
A. To wall supply by connecting green O2 line to wall port and turn white handled lever to vertical position to turn oxygen on.
B. To portable E tank of oxygen connected to machine itself.
2. Place clean set of hoses (circuit) to the inspiration and expiration ports.
3. Place proper size rebreathing bag on machine (based on animal's size to be anesthetized).
4. Make sure Isoflurane vaporizer is full.
A. To refill:
1. Make sure oxygen flow rate is off.
2. Unscrew cover to fill port.
3. Add Isoflurane using the non spill pour spout on the bottle.
4. Fill vaporizer to fill line (clearly defined in window gauge of vaporizer).
5. Screw port cover back on.
5. Pressure test the machine.
A. Close pop off valve.
B. Occlude circuit with finger and fill bag by pushing the flush O2 button.
C. Take pressure to 25 centimeters of water or until bag is full.
D. Pressure should hold in machine.
E. Set O2 flowmeter at 200 cc. If pressure is still falling, you must find the leak.
1. Places to look for leaks include:
A. Inspiratory and expiratory valves.
B. Around the absorber.
C. Pop off or relief valve.
D. Around the vaporizer.
E. Hole in bag or hoses.
2. Find leak (if not obvious) by mixing a soapy solution and spraying on machine looking for air bubbles.
6. Plug in SurgiVet Ventilator to electrical outlet.
7. Attach green O2 hose at rear oxygen port in back of ventilator to the T attachment on the anesthesia machine's oxygen port.
8. Make sure the 14" ventilator hose is connected at one end to the back port labeled bellows and the other end to the back of bellows port labeled 17mm (right side of ventilator).
9. Remove the bag from the anesthesia machine and connect the 48" supply hose. The other end is connected to the back port of the ventilator bellows labeled 22 mm.
10. The gas evacuation hose port (center in back of ventilator) should be connected to the anesthesia machine's F/air filter.
Name : Joko Purnomo
Nim : C1L008022
Major : International Accounting
This is examples of SOP :
STANDARD OPERATING PROCEDURE FOR OPERATION/MAINTENANCE OF QUANTIFLEX ANESTHESIA MACHINE/SURGIVET SAV2500 VENTILATOR UNIT
LABORATORY ANIMAL FACILITIES
1. Purpose
This procedure outlines how to operate and maintain the Quantiflex Anesthesia machine in conjunction with the SurgiVet SAV2500 Ventilator.
2. Scope
This procedure applies to all personnel needing to operate this equipment.
3. Procedure
1. Connect anesthesia machine to oxygen supply.
A. To wall supply by connecting green O2 line to wall port and turn white handled lever to vertical position to turn oxygen on.
B. To portable E tank of oxygen connected to machine itself.
2. Place clean set of hoses (circuit) to the inspiration and expiration ports.
3. Place proper size rebreathing bag on machine (based on animal's size to be anesthetized).
4. Make sure Isoflurane vaporizer is full.
A. To refill:
1. Make sure oxygen flow rate is off.
2. Unscrew cover to fill port.
3. Add Isoflurane using the non spill pour spout on the bottle.
4. Fill vaporizer to fill line (clearly defined in window gauge of vaporizer).
5. Screw port cover back on.
5. Pressure test the machine.
A. Close pop off valve.
B. Occlude circuit with finger and fill bag by pushing the flush O2 button.
C. Take pressure to 25 centimeters of water or until bag is full.
D. Pressure should hold in machine.
E. Set O2 flowmeter at 200 cc. If pressure is still falling, you must find the leak.
1. Places to look for leaks include:
A. Inspiratory and expiratory valves.
B. Around the absorber.
C. Pop off or relief valve.
D. Around the vaporizer.
E. Hole in bag or hoses.
2. Find leak (if not obvious) by mixing a soapy solution and spraying on machine looking for air bubbles.
6. Plug in SurgiVet Ventilator to electrical outlet.
7. Attach green O2 hose at rear oxygen port in back of ventilator to the T attachment on the anesthesia machine's oxygen port.
8. Make sure the 14" ventilator hose is connected at one end to the back port labeled bellows and the other end to the back of bellows port labeled 17mm (right side of ventilator).
9. Remove the bag from the anesthesia machine and connect the 48" supply hose. The other end is connected to the back port of the ventilator bellows labeled 22 mm.
10. The gas evacuation hose port (center in back of ventilator) should be connected to the anesthesia machine's F/air filter.
Name : Joko Purnomo
Nim : C1L008022
Major : International Accounting
This is examples of SOP :
STANDARD OPERATING PROCEDURE FOR OPERATION/MAINTENANCE OF QUANTIFLEX ANESTHESIA MACHINE/SURGIVET SAV2500 VENTILATOR UNIT
LABORATORY ANIMAL FACILITIES
Purpose
This procedure outlines how to operate and maintain the Quantiflex Anesthesia machine in conjunction with the SurgiVet SAV2500 Ventilator.
Scope
This procedure applies to all personnel needing to operate this equipment.
Procedure
Connect anesthesia machine to oxygen supply.
To wall supply by connecting green O2 line to wall port and turn white handled lever to vertical position to turn oxygen on.
To portable E tank of oxygen connected to machine itself.
Place clean set of hoses (circuit) to the inspiration and expiration ports.
Place proper size rebreathing bag on machine (based on animal's size to be anesthetized).
Make sure Isoflurane vaporizer is full.
To refill:
Make sure oxygen flow rate is off.
Unscrew cover to fill port.
Add Isoflurane using the non spill pour spout on the bottle.
Fill vaporizer to fill line (clearly defined in window gauge of vaporizer).
Screw port cover back on.
Pressure test the machine.
Close pop off valve.
Occlude circuit with finger and fill bag by pushing the flush O2 button.
Take pressure to 25 centimeters of water or until bag is full.
Pressure should hold in machine.
Set O2 flowmeter at 200 cc. If pressure is still falling, you must find the leak.
Places to look for leaks include:
Inspiratory and expiratory valves.
Around the absorber.
Pop off or relief valve.
Around the vaporizer.
Hole in bag or hoses.
Find leak (if not obvious) by mixing a soapy solution and spraying on machine looking for air bubbles.
Plug in SurgiVet Ventilator to electrical outlet.
Attach green O2 hose at rear oxygen port in back of ventilator to the T attachment on the anesthesia machine's oxygen port.
Make sure the 14" ventilator hose is connected at one end to the back port labeled bellows and the other end to the back of bellows port labeled 17mm (right side of ventilator).
Remove the bag from the anesthesia machine and connect the 48" supply hose. The other end is connected to the back port of the ventilator bellows labeled 22 mm.
The gas evacuation hose port (center in back of ventilator) should be connected to the anesthesia machine's F/air filter.
This is only a small sample of what the attributes and traits that comprise a good waiter or waitress that should be found in a restaurant SOP. For a restaurant managers
, having personnel with these skills and characteristics is paramount for success. Much of this can be instilled with proper training. In addition to a restaurant SOP, every establishment should have a restaurant training guide that outlines procedures that allows food and beverage management to impart needed skills to personnel. Our ebooks, are terrific resources for establishing your own restaurant
SOP and training procedures.
My comment is in addition to quality and quality customer convenience should be a priority so that consumers do not hesitate to visit restaurant.restaurant either have to credit awarded to the waitress that works well, examples of which can be given awards in the form of a raise or a bonus gift. So that the servants would be comfortable with the conditions and the waiter will work as expected.
Food borne illness continues to be a major public health problem. Applying the basic principles of food protection can reduce the incidence of such illness. The consistent practice of which requires better understanding on the part of owners, operators, managers, and other food service employees. This requires maximum cooperation between public health agencies and the food service industry.
It is the policy of St. Louis County Department of Health to ensure the safety of restaurant patrons by conducting food service sanitation inspections and training.
The objectives of this program are to:
Protect the food against contamination.
Ensure the soundness of food.
Meet consumer expectations.
In my opinion this SOP is effective, because this SOP was control quality of food (taste and hygienic of food to costumer)
and than was control service to costumer.
and than control service to costumer.
HANY ANGGUT ASK
C1L008032
MANAGEMENT CONTROL SYSTEM
The organization should have a procedure in place for determining what procedures or processes need to be documented. Those SOPs should then be written by individuals knowledgeable with the activity and the organization's internal structure. These individuals are essentially subject-matter experts who actually perform the work or use the process. A team approach can be followed, especially for multi-tasked processes where the experiences of a number of individuals are critical, which also promotes “buy-in” from potential users of the SOP.
SOPs should be written with sufficient detail so that someone with limited experience with or knowledge of the procedure, but with a basic understanding, can successfully reproduce the procedure when unsupervised. The experience requirement for performing an activity should be noted in the section on personnel qualifications. For example, if a basic chemistry or biological course experience or additional training is required that requirement should be indicated.
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