How to Write Standard Operating Procedures: Experts Provide Tips and Free Templates

Your task may be to update existing SOPs or to write new documents from scratch. In either case, creating SOPs involves more than just sitting down to write instructions. To write a useful SOP, it helps to have at least a basic understanding of the topic. However, you will also want to get input from others on the processes and on your written drafts. Here’s a step-by-step method to develop standard operating procedures.

1. Make a list of business processes that need documentation. If you are a manager, you may consider with your employees what processes need documentation, then compare lists with other managers to prioritize work.
2. Choose an SOP format and template. Chuck Cox emphasizes that the needs of the organization must inform the format and there’s no one formatting solution for all enterprises. Consider whether you require a formal package with metadata, such as approval signatures and references, or whether a simple checklist will suffice. A workflow diagram may be an excellent way to provide an overview of detailed processes. You may also find workflow sketches helpful while you capture the information. If necessary, create a template before writing begins or download one of our free, customizable standard operating procedures templates.
3. Understand why you need an SOP. Are you documenting a new process or updating and improving upon an existing SOP and process? Whether you’re creating new SOPs or updating existing documents, Cox suggests that you need to confront both de facto and formal SOPs. De facto processes and documentation include what people have always done, along with what they have never analyzed and formally documented. “Whether management likes it or not, there’s a bunch of de facto SOPs floating around, and the insidious thing is that these docs aren’t organized. Someone could be working based on one SOP during the day shift and another during the night shift. If you formalize and get everyone to agree on the best way to do the job, you cut down on sources of variability in ways of doing things,” Cox explains. He says that often teams have never discussed their processes and metrics of output: “Surface and standardize those SOPs according to a format that everyone is amenable to. Make this a team job — you can’t force process on people.”
4. Assemble a brain trust to participate in creating documents. Although you may be tasked to write SOPs, you likely won’t have detailed knowledge and experience with every process. Instead, consult the people who perform the processes every day. Documentation that you can use as foundation material may already exist, but SMEs and frontline employees are usually your best sources of content. When you include employees, you also empower them by helping them contribute to the processes and documentation used by the entire organization. In addition, as a manager, think twice about tasking external consultants with writing SOPs. Some pundits suggest that SOPs written in-house by colleagues garner more respect than instructions written by outsiders. Plus, working to create documentation can foster the team spirit that is vital for any endeavor. 
5. Consider how you will publish and share your SOPs. Documenting your processes is always advisable, but documents help no one if they are hidden or lost. Determine how you will store the documents for easy access by the people who need them every day. Printed sheets in binders may be a good option, or you can choose a digital document management system that everyone can easily access and read, whether onsite or offsite.
6. Limit the scope of your documentation. Decide for whom or what you are creating documentation (i.e., tasks, departments, teams, or roles). In addition, determine the limits of the processes you will document. 
7. Determine your audience and characteristics. Consider the background of your SOP users. A short procedure may work for those who know the process well; others may need detailed work instructions. Also take into account your audience's language abilities — employees with limited English skills may be better served with graphics and photographs. 
8. Use your template as an outline. Whatever template you choose, think of it as an outline; as you research procedures, you can add details without worrying about the structure of your document. For ideas, see the format and template sections in this article. 
9. Test your SOPs against the processes. Ask people who perform the tasks daily, those with different levels of knowledge, and those with no knowledge of the tasks to follow your procedures while performing those tasks. The amount of testing you conduct depends on the time and employees you can spare, as well as on the criticality of the process. Ensure that your documents make sense. “I’ve written numerous things in the past as a younger engineer, and I’ve gone back to my instructions and even I can’t follow them!” laughs Johnston.
10. Define measures for the success of your SOPs. To understand whether your SOPs serve their purpose, define metrics for them. As Cox says, “If you can’t measure it, you can’t manage it.” Build metrics into the procedures. For example, as an instruction, “Heat water” is vague. But when you say, “Heat water until thermometer reads 150 degrees,” the instruction is measurable.
11. Get the opinion of a seasoned outsider. If you have the option, ask an outsider with knowledge of your business and processes to review your SOPs. Large organizations, especially those that operate under regulatory or other standards, may require official approval and signoff for SOPs. Document reviews may include the quality assurance team and senior staff. 
12. Plan for updates and an annual document review. Some standards, such as ISO 9001, require regular internal audits. Even if you don’t follow formal standards, now is the time to establish a review and update your schedule for processes and documentation to ensure that your SOPs adhere to the latest regulatory and internal practice regimens. Organizations should review documents at least once a year. Determine now who has oversight responsibilities for the SOPs. 
13. Assess the risks in the processes. With your formal SOPs in place, look at what could go wrong. “Look at where you are at risk. Which processes have the greatest chance of producing defects? Which production process for an item or service is most likely to injure the end customer and involve the organization in a lawsuit? Work on minimizing those risks. Next, work on the ones that will have a financial impact,” says Cox. “Now, with your formalized processes, you may see risks you couldn’t conceive of,” he adds. 
14. Finalize and implement the SOPs. To keep track of changes and the location of your documents, decide on a document control process. A version control program can help with tracking document revisions and archiving old versions. Before you share the new or updated SOPs, reflect on your purpose for creating the documents: If you are attempting to standardize behavior or if process updates will result from improvements or regulatory changes, employees probably need training to reinforce the new procedures.