Operate with Precision

I PROMPT — COPY & PASTE READY
Act as an operations consultant specialising in SOP documentation.
Process to document     :  [NAME AND DESCRIBE THE PROCESS]
Who performs it             :  [ROLE AND EXPERIENCE LEVEL]
Tools and systems used :  [SOFTWARE, PLATFORMS, RESOURCES]
How often it runs            :  [DAILY / WEEKLY / PER PROJECT]
Generate a complete SOP using the SIPOC structure:
SIPOC OVERVIEW:
→ → → →
Suppliers  Inputs  Process Steps  Outputs  Customers
FULL SOP:
Purpose   :  Why this process exists
Scope       :  What is and is not included
Owner      :  Who is responsible for this process
Steps        :  Numbered steps with decision points noted
Quality     :  How to know each step was done correctly
Errors       :  Common mistakes and how to avoid them
Review     :  When and how this SOP should be updated

Act as a process improvement consultant specialising in workflow mapping.
Process to map       :  [NAME AND DESCRIBE THE PROCESS END TO END]
Roles involved         :  [LIST ALL PEOPLE OR TEAMS WHO TOUCH THIS PROCESS]
Known pain points :  [WHERE THINGS GO WRONG OR SLOW DOWN]
Map this process as a text-based Swimlane diagram:
Format                       :  ROLE | Step description | Output / Handoff to
After the map:
1.Identify the 3 highest-risk handoff points
2.Name the role that is the biggest bottleneck
3.Identify any steps that add no value and could be removed
4.Suggest one redesign that would most improve flow
Flag any step where accountability is shared between two lanes, 
those are your highest failure risk points.
Swimlane Diagram - See Where Handoffs Break
Sales Team Process Operations Team Process Finance Team Process
The sales team initiates the The operations team executes The finance team completes
process their part of the process their part of the process
Handoff to Operations Handoff to Finance
The sales team hands off the
The operations team hands off
process to operations the process to finance
PRO TIP
Shared accountability between lanes is the number one predictor of process failure. When
two roles both touch a step, both assume the other is checking it. The fix is always the
same: assign one person as Accountable (using RACI) and make the handoff explicit with a
defined output format and a confirmation step.

Act as a Theory of Constraints advisor.
My business process  :  [DESCRIBE YOUR END-TO-END DELIVERY OR OPERATIONAL 
                                          PROCESS]
Current symptoms     :  [WHERE DELAYS, BACKLOGS, OR ERRORS OCCUR]
Team structure            : [WHO IS INVOLVED IN EACH STAGE]
Apply the Five Focusing Steps:
IDENTIFY            :  Where is the constraint  where does work pile up or slow down most?
EXPLOIT             :  How do we get maximum output from the constraint without major 
                                investment?
SUBORDINATE  :  What should every other part of the system do differently to support 
                               the constraint?
ELEVATE            :  If exploitation is not enough, what is the minimum investment to  
                                expand capacity?
REPEAT              :  What will likely become the next constraint once this one is resolved?
Theory of Constraints — The Bottleneck Limits Everything Else
Identify Subordinate Repeat
Recognize the constraint in Align other processes to Continuously identify and
the system support the constraint address new constraints
Exploit Elevate
Improve the constraint's
Maximize the use of the
constraint capacity
PRO TIP
The most counterintuitive TOC insight is that making a non-constraint more efficient
makes the constraint worse. If your constraint is sales and you invest in a faster delivery
team, you now have an even more frustrated delivery team waiting for work. Fix the
constraint first. Everything else is noise until you do.

I PROMPT — COPY & PASTE READY
Act as a growth prioritisation advisor using ICE Scoring.
Our goal / key metric  : [WHAT WE ARE TRYING TO IMPROVE]
Time horizon                 : [SPRINT / MONTH / QUARTER]
Score each idea on three dimensions (1–10 each):
IMPACT                          : How much will this move our key metric?
CONFIDENCE                : How sure are we it will work? (data > gut)
EASE                                : How fast and cheap is execution?
ICE SCORE = Impact × Confidence × Ease
Ideas to score :
[LIST YOUR 6–10 IDEAS OR INITIATIVES]
After scoring :
1. Rank all ideas by ICE Score
2. Flag any high-Impact, low-Confidence ideas  these need a small test 
before full investment
3. Recommend the top 3 to execute this period
4. Recommend 1 idea to kill lowest score or highest opportunity cost

Act as a product prioritisation consultant using the RICE framework.
Product context               :  [WHAT THE PRODUCT DOES, STAGE, KEY METRIC]
Time period for scoring :  [MONTH / QUARTER]
Score each feature / initiative using RICE:
REACH             :  Users affected in the time period (real number)
IMPACT           :  3=massive / 2=high / 1=med / 0.5=low / 0.25=min
CONFIDENCE :  % certain this impact will happen (100/80/50%)
EFFORT            :  Person-months to build and ship
RICE = (Reach × Impact × Confidence) ÷ Effort
Initiatives to score:
[LIST YOUR 5–8 FEATURES OR INITIATIVES]
After scoring:
1. Rank by RICE Score
2. Flag any item where Effort is the swing factor,
     would a smaller version change the ranking?
3. Identify the highest-RICE item that is being deprioritised for non-RICE reasons
RICE Scoring — Effort Divides, Not Just Adds
Reach Impact Confidence Effort
Idea A High RICE
RICE Score
Idea B Low RICE
PRO TIP
The most important RICE output is the item that is being deprioritised for non-RICE
reasons. Politics, founder preference, and squeaky wheels all suppress high-RICE items.
When you see a high-scoring item consistently skipped, that is where organisational
dysfunction is most visible and most expensive.

Act as a continuous improvement facilitator using the PDCA cycle.
Problem or opportunity  :  [WHAT YOU WANT TO IMPROVE]
Current baseline               :  [THE METRIC OR SITUATION AS IT IS NOW]
Hypothesis                         :  [WHAT YOU THINK WILL IMPROVE IT AND WHY]
Guide me through a full PDCA cycle:
PLAN                                   :  Define the problem precisely.
State the hypothesis        :  If [ACTION] then [RESULT] because [REASON].
Define success criteria. Design the smallest useful experiment.
DO            :  What exactly should be done, by whom, by when?
                     What data needs to be collected during the test?
CHECK    :  How will we compare results to the hypothesis?
                     What would confirm it? What would disprove it?
ACT          :  If confirmed - how to standardise and scale?
                     If disproved - what does this tell us for the next PDCA cycle?
PDCA Cycle for Learning
Plan
Act
Define problem and form
Standardize and improve hypothesis
Check Do
Analyze results Run experiment at small
scale
PRO TIP
The Check step is where most PDCA cycles fail. Teams see a positive result and
immediately scale without asking whether the result matched the hypothesis. A result can
be positive but the hypothesis still wrong  meaning you got lucky, not right. Always check
against the hypothesis, not just the outcome number.

PROMPT — COPY & PASTE READY
Act as an Amazon-style product consultant using Working Backwards.
I am building       :  [PRODUCT, FEATURE, OR INITIATIVE]
Target customer :  [WHO  role, situation, problem they have]
Step 1 — Press Release:
Headline             :  [What is live and why it matters to the customer]
Problem              :  [What were they struggling with before?]
Solution              :  [How does it solve it  specifically?]
Better because   :  [Compared to what existed before]
Customer quote : [What a real customer would tell a friend]
Step 2 — FAQ:
List the 5 hardest questions a sceptic would ask. Answer each honestly.
Step 3 — Scope filter:
List 3 things currently planned that do NOT serve the customer 
promise and should be cut.

Act as an Agile coach helping design a focused sprint.
Team                                :  [SIZE, ROLES, WHAT YOU ARE BUILDING]
Sprint duration             :  [1 OR 2 WEEKS]
Priorities this sprint.   :  [WHAT YOU MOST NEED TO ACCOMPLISH]
Capacity                          :  [AVAILABLE PERSON-DAYS THIS SPRINT]
Design a complete Sprint Canvas:
SPRINT GOAL                 :  One sentence  what defines success
BACKLOG ITEMS           :  5–8 tasks that directly serve the goal. Each with: owner,  
                                              estimate,  priority
DEPENDENCIES             :  What must happen before sprint starts
RISKS                               :  What could prevent completion
DEFINITION OF DONE :  How we know each item is complete
STANDUP FORMAT       :  3 daily questions for team alignment
RETROSPECTIVE           :  3 questions for end-of-sprint review
Flag any backlog item that does not directly serve the sprint goal,  those should be
deferred.
Sprint Canvas - Two Weeks That Ship, Not Just Plan
Sprint Canvas 
Two-Week Sprint Backlog Definition Daily Standup 
Dependencies Risks
Timeline Bar Goal Items of Done Questions
PRO TIP
The most valuable sprint ritual is not the standup,  it is the retrospective. Teams that run
honest retrospectives improve sprint-over-sprint. Teams that skip them repeat the same
problems. Block the time before the sprint starts, not at the end when everyone is
rushing to the next thing.

Act as a Kaizen facilitator.
My business / team   :  [DESCRIBE YOUR OPERATION AND TEAM SIZE]
Area to improve          :  [SPECIFIC PROCESS, FUNCTION, OR BEHAVIOUR]
Current state               :  [HOW THIS AREA WORKS TODAY - SPECIFICALLY]
Run a Kaizen session on this area:
OBSERVE  :  What waste exists in this process?
(Waste = time, effort, rework, waiting, errors)
ANALYSE  :  What is the root cause of the biggest waste? Use the 5 Whys  ask why 5   
                       times.
IMPROVE :  What is the smallest change that would meaningfully reduce this waste?
                      Define the change in one sentence.
MEASURE : How will we know the improvement worked? Name the metric and the  
                      target.
SUSTAIN   : How do we make this improvement permanent? What system or habit      
                      locks it in?
Achieving Continuous Improvement
1 2 Weekly Kaizen 3 4 Celebrate Wins
Review
Implement Kaizen Focus on Process
Reward
Log
Discuss small improvements to
Identify system
improvements made foster culture
Record failures, not human
improvement
suggestions daily
PRO TIP
Kaizen's power is not in the size of any single improvement it is in the compound
effect and the culture it creates. A team that makes one small improvement per week
makes 50 per year. After three years, the cumulative effect of 150 deliberate
improvements makes the business unrecognisable from where it started. The math is
simple. The discipline is the hard part.

Act as a 5S operational consultant.
Environment to apply 5S:
DIGITAL           :  shared drive / CRM / Notion / email inbox
PHYSICAL        :  office / desk / storage / warehouse
Team size         :  [HOW MANY PEOPLE USE THIS ENVIRONMENT]
Current state  :  [DESCRIBE THE MAIN FRICTION POINTS]
Guide me through all five S steps:
SORT (Seiri)                         :  What should be removed or archived? Decision rule for  
                                                  keeping vs. removing?
SET IN ORDER (Seiton)      :  How should items be organised?
Naming convention, folder structure, or physical layout recommendation.
SHINE (Seiso)                       :  What maintenance tasks keep it clean? Who is responsible?  
                                                   How often?
STANDARDISE (Seiketsu)  :  What standards should everyone follow? Write 5 simple     
                                                   rules for this environment.
SUSTAIN (Shitsuke)            :  How do we audit compliance monthly? What is the  
                                                   minimum habit to maintain it?
5S — Order as a Performance Strategy
Set in Order Standardise
1 2 3 4 5
Sort Shine Sustain
PRO TIP
The most neglected S is Sustain  and without it, the other four degrade within a month.
Build one maintenance habit: a 15-minute monthly '5S check' where one person audits
one area against the standard. The audit does not need to be comprehensive. It needs to
be consistent. Consistency is what makes 5S compound.

Act as a process error-proofing consultant using Poka-Yoke.
My process                 :  [DESCRIBE THE PROCESS WHERE ERRORS OCCUR]
Common errors         :  [LIST THE MISTAKES THAT RECUR MOST OFTEN]
Impact of each error :  [TIME LOST / COST / CUSTOMER IMPACT]
For each error, design a Poka-Yoke solution:
ERROR        :  [Name the error]
TYPE           :  Prevention (impossible to make) or Detection (caught immediately after)
SOLUTION :  The specific design change, checklist, automation, or constraint that 
                        eliminates it
IMPLEMENTATION  : What needs to change - tool, process, template, or approval 
step?
After individual solutions :
Identify the one error with the highest cost that currently has no Poka-Yoke in place.
Design the simplest Prevention solution for it.
Poka-Yoke: Design Out the Mistake
Process with Errors Error-Free Process
Implement 
Rework and cost occur Reduced rework and
Poka- Yoke
cost
Error cannot occur Error caught immediately
PRO TIP
The most powerful Poka-Yoke in any knowledge business is a mandatory checklist at a
process handoff. Before a piece of work moves from one person to the next, a checklist
must be completed. This single habit catches more errors than any amount of training
because it makes the standard visible at the exact moment it matters.

Act as a root cause analysis facilitator using the 5 Whys.
The problem   :  [DESCRIBE THE ISSUE SPECIFICALLY - WHAT HAPPENED, WHEN,  
                             HOW OFTEN]
Impact             :  [WHAT IT COSTS, TIME, MONEY, CUSTOMER IMPACT]
Context           :  [RELEVANT PROCESS, TEAM, OR SYSTEM INVOLVED]
Run a 5 Whys analysis:
PROBLEM      :  [State the problem clearly]
WHY 1  :  Why did this happen?
WHY 2 :  Why did [Why 1 answer] happen?
WHY 3 :  Why did [Why 2 answer] happen?
WHY 4 :  Why did [Why 3 answer] happen?
WHY 5 :  Why did [Why 4 answer] happen?
ROOT CAUSE    :  State the systemic root cause.
SOLUTION        :  What change at the root cause level would prevent this problem from  
                                recurring?
VERIFICATION :  How will we confirm the fix held after 30 days?
Understanding the root cause through iterative questioning.
Surface Level Deep Root
Problem/Symptom First Cause Second Cause Third Cause Root Cause
Identifies the Explores the direct Investigates the Uncovers the cause Reveals the
immediate issue cause of the cause of the first of the second cause fundamental reason
symptom cause for the problem
PRO TIP
The most valuable discipline in 5 Whys is stopping yourself from jumping to solutions
before you reach Why 5. Every Why is a potential solution, but only the final Why
addresses the root cause. Solutions applied at Why 2 or Why 3 create the illusion of
progress while leaving the root cause intact and ready to resurface.