An unexpected internet outage disrupted operations. Early morning staff, unaware of the issue, stayed idle, while L1 support was overwhelmed and could not effectively handle customer complaints. This simple failure was escalated to higher management while triggering several discussions on the foundational stability of the operational logistics.

Following the incident escalation, immediate answers were sought regarding which elements of operations were predictable and which were not, and which were manageable versus unmanageable. Later, further negotiations raised an additional critical question: what was visible and what was not?

Inference

In today’s competitive environment, operational quality is not just an operational concern—it’s a strategic imperative. Whether in manufacturing, service delivery, or restaurant management, ensuring that operations run reliably, adapt swiftly, and deliver value is vital. Organizations that master operational quality not only satisfy their customers but also build resilience against disruptions and continually drive efficiency and profitability.

3 Core Ideas

1. Smooth Operations - The ideal scenario where processes run seamlessly, outcomes are predictable, and every element is perfectly coordinated.

2. Contingent Responsiveness No plan is perfect. A flexible, reactive approach used in non‑ideal situations to manage unexpected disruptions and adapt to changing conditions during operational hiccups. Are we aware of the potential hiccups and Plan B

3. Efficient Use of Resources and Business Goals Efficiency is about getting maximum value from every unit of effort or resource deployed. Among several factors for efficient delivery, Cost of Service Delivery and Time of Service Delivery, are the most common parameters to look into when designing an efficient operation.

Key Dimensions

Delving deeper into the three core ideas of operational quality, I explored how to define a more objective framework—one that would allow quality to be measured and serve as the basis for a self-assessment tool during incident management, operation risk assessment, etc. Following dimensions were identified as potential dimensions for the operational quality assessment -

1. Predictability: The ability to forecast outcomes and maintain routine, steady operations. Surges and spikes, frustrations or overwhelms. Can we somewhat be aware of these incidents prior, so that there is a rough idea of what could go wrong.

   • Question - What could go wrong ? Are these consequences predictable ?

2. Manageability: The degree to which processes can be controlled and corrected through standard operating procedures and governance.

   • Question - Are those incidents manageable ?

3. Visibility: The clarity with which operational performance is monitored in real time—ensuring decision-makers have the insights they need.

   • Question - What metrics are visible and what makes sense to look into ?

4. Adaptability: The capacity of an organization to quickly adjust to changing conditions or unexpected disruptions.

   • Question - How flexible are we to adapt as per the situational demands ?

5. Valuability: The effectiveness of optimizing processes so that every action contributes significant value relative to the input.

   • Question - Are we doing things that are efficient in terms of cost, RoI ?

6. Coherency: The alignment and unity of processes, ensuring that every aspect of the operation contributes to a cohesive brand and service experience.

   • Question - Are the efforts actually converging towards the goals of the organization ?

Why don’t we name it ? - The SOP6

(could be a new meta framework)

The SOP6 Idea consolidates these six dimensions into a cohesive model for operational quality. It articulates six key focus areas that collectively ensure that operations are smooth, responsive, and efficient.

1. Predictability:

   • Focus: Establish reliable, repeatable processes

   • Goal: Ensure operational routines are stable and forecastable.

2. Manageability:

   • Focus: Build control mechanisms and effective SOPs.

   • Goal: Allow rapid correction and intervention when issues arise.

3. Visibility:

   • Focus: Implement real-time monitoring and analytics.
     Goal: Maintain transparency and informed decision-making throughout operations.

4. Adaptability:

   • Focus: Create flexible processes that accommodate change.

   • Goal: Enable swift responses to disruptions or unexpected changes.

5. Valuability:

   • Focus: Optimize resource use by maximizing output per unit input.

   • Goal: Prioritize initiatives that yield high returns relative to their cost or effort.

6. Coherency:

   • Focus: Align processes with the overall brand and strategic vision.

   • Goal: Ensure every part of the operation contributes to a unified and positive customer experience.

When viewed through the lens of three core ideas—Smooth, Contingent, and Efficient—the HOP6 framework provides an executive-level, yet detailed, approach to evaluating and improving operational quality.

A grid to look into the Core Ideas against the SOP6 dimensions.

	Smooth	Contingent	Efficient
Predictability	x
Manageability	x	x
Visibility		x
Adaptability	x	x
Valuability			x
Coherency			x

A Generalized Example

Imagine a mid-sized restaurant aiming to improve its overall operations:

Predictability	The restaurant implements a sophisticated Point-of-Sale (POS) system that captures and analyzes historical sales data, which allows managers to accurately forecast busy periods (e.g., peak lunch and dinner hours) and inventory needs.
Manageability	Standard Operating Procedures (SOPs) are developed for common scenarios such as staff shift changes, handling customer complaints, and equipment maintenance. For instance, if a server is unexpectedly absent during peak times, a contingency plan activates cross-trained staff from other roles to cover the gap quickly.
Visibility	The restaurant deploys real-time dashboards that integrate data from the POS, kitchen display systems, and customer feedback channels. Managers can monitor key performance indicators (KPIs) such as table turnover rates, order wait times, and customer satisfaction scores.
Adaptability	When a sudden ingredient shortage occurs due to a supply chain hiccup, the kitchen can swiftly pivot to a pre-developed alternative menu that uses substitute ingredients. Likewise, during an unexpected surge in orders (like on a holiday or local event), the restaurant can switch to a fast-casual, takeout-focused model temporarily.
Valuability	Management regularly evaluates menu items to determine which dishes yield the highest profit margins with minimal preparation complexity. The restaurant decides to promote these high-value items more prominently on the menu and even trains staff to effectively upsell them.
Coherency	The restaurant ensures that every touchpoint—from the ambiance and décor to the food presentation and customer service—is consistent with its brand identity. Staff undergo regular training to embody the restaurant’s values, ensuring that the guest experience is unified and memorable, regardless of individual interactions.

Each dimension of the SOP6 framework tries to present a specific lens through which to view and enhance operational quality. By addressing Predictability, Manageability, Visibility, Adaptability, Valuabulity, and Coherency, the restaurant not only ensures smooth day-to-day operations but also builds resilience and efficiency, ultimately driving customer satisfaction and long-term success.

A sample checklist document to prepare for SOP6 could be -

Other applicable areas of SOP6

1. Restaurant Operations: Improve forecasting of busy periods, manage staffing, monitor real-time performance, adapt menus, and maintain a consistent brand experience.

2. Manufacturing Plants: Enhance production predictability, streamline maintenance processes, monitor quality, adapt to equipment changes, optimize resource use, and align workflows.

3. IT and Software Development: Predict workload and system demand, enforce clear incident management, monitor performance metrics, quickly adapt to system issues, focus on high‑value features, and maintain coherent development practices.

4. Customer Service Centers: Forecast call volume, manage staffing shifts, use dashboards for live monitoring, adjust processes based on feedback, streamline responses for efficiency, and ensure consistent service quality.

5. Supply Chain and Logistics: Forecast demand cycles, manage inventory and transportation, leverage real‑time tracking, adapt to disruptions (like delays or shortages), optimize distribution routes for value, and ensure coherent communication across partners.

6. Healthcare Operations: Predict patient flow, manage resource allocation (staff and equipment), monitor clinical outcomes, adapt quickly to emergencies, optimize procedures to maximize care value, and provide consistent patient experiences.

7. Retail Store Operations: Anticipate foot traffic and sales patterns, manage staffing and stock, monitor point-of-sale data, adapt merchandising based on trends, prioritize high‑margin items, and maintain a unified brand environment.

Conclusion

Operational quality is indeed a backbone of successful organizations. By focusing on creating smooth, contingent, and efficient operations, companies can build resilience, drive continuous improvement, and secure a competitive edge. SOP6 could mature to a robust framework like similar quality frameworks —integrating critical dimensions as detailed above.

Next Steps

• SOP6 Checklist automation for incident report (pre-incident and post-incident)

• Potential SOP6 guidelines for some organizational process - generator

• SOP6 Scoring guidelines and gravity band score

• etc…