How to create a simple and practical set of operating procedures

In my opinion, it should include: normal operation procedures, start-up and shutdown processes, monitoring data, and emergency response plans.

This is my personal opinion; please correct me if there are any mistakes. The issue raised by the original poster is not an individual problem, but a widespread one. In fact, the opposite is true: our procedures are not overly complicated, but rather too vague and simple, which is why they seem \"unpractical\". As a standardized operating procedure, the operating instructions should be a clear and well-defined technical document that must not be altered without permission. There are essentially three reasons why employees form such an impression. 1. The regulations themselves are not clearly stated; they are too simplistic and rough, and do not fully correspond to the actual pipeline valves and processes. It is these ambiguities in the regulations that leave workers at a loss. 2. The employees lack the necessary awareness and technical skills, and have failed to fully understand the design concepts and manufacturing principles of the equipment. This is the negligence of the production management staff. 3 From top to bottom, there is a sense of impatience; from design institutes to equipment suppliers, from corporate executives to frontline employees, everyone is impatient. Plagiarism is widespread, learning lags behind, and people are unwilling to devote time to thinking deeply about their own problems. As a result, they grasp things superficially without truly understanding them, and sometimes even copy mistakes as if they were correct. How can such an academic attitude give rise to practical operating procedures? Therefore, as managers in a company, especially those in charge of technology and production, it is their responsibility and duty to first improve their own capabilities, and then guide their employees to carefully study and understand the essence of the operating procedures. It is necessary to integrate design concepts and ideas into production management, so that all employees can understand them thoroughly; I believe then they will not consider the operating procedures to be overly complicated and impractical. Like many safety regulations, many of its provisions stem from actual accidents and failures; it is not easy to fully understand them, and managers at the level of the person in charge are needed to play a role in this regard. Chinese people do not place much emphasis on quantitative concepts of numbers; instead, they value the qualitative aspects of things. In modern industries such as those involving ion membranes, it is necessary to use numbers to carry out work, and employees need to be made to understand this concept.