The Seven Cs of Procedures
Zachary Wells, CMRP – Maintenance Superintendent, Winoa
Posted 1/21/2025

Operating in the Indian Ocean, submerged under the waves, it was a routine shift change for the crew of a diesel-electric submarine. The chatter of orders and verbatim responses filled the control room whilst personnel conduct their respective handovers. For the average person this would be distracting, and, a somewhat over-stimulating event, but for the crew of the submarine, their highly trained and honed ‘control room ear’ allowed them to continue pace with rehearsed precision. It was at this time serving as a Marine Technician that I was receiving the handover report from the off-going Technician operating the submarine safety console. After acknowledging and conducting my own verification, I assumed control of the console and reported the status to the watch-leader of the submarine.
As we completed the watch brief, the submarine’s crew settled into their shift, engaged in light conversation as the rhythmic roll of the submarine reminded us that we were transiting through the deep. It almost seemed peaceful but then, as if Murphy himself were listening, a loud commanding voice echoed over the submarine’s PA system… FLOODING, FLOODING IN THE ENGINE ROOM! In almost an instant the control room launched into action, all members executing their emergency procedures. As if in a highly rehearsed symphony, all the crew, including myself, worked in unison and coordination to bring the submarine to safety, to establish control of the situation. The seconds passed in what felt like minutes and the execution of procedure happened so fast, as our training took over, autonomously executing.
As the situation was under control within the submarine and we returned to a safe state, the watch-leader announced that this was a drill and that no actual flooding occurred. This was a common drill, one of many to ensure the submarine’s crew remained alert, competent and could act on a moment’s notice without hesitation. In fact, this very drill was a re-enactment of an actual flooding event that occurred on another of our nation’s submarines, years prior. The crew were operating at full depth and experienced a component failure that led to the flooding of the submarine’s engine room. The submarine came within seconds of sinking, with the entire crew almost lost to the sea floor, thousands of feet deep. If it wasn’t for the emergency procedures and the highly trained crew on the submarine at the time, the submarine and its crew would have been lost.
Procedure is foundational to safe and effective operation of a submarine, and for all Naval vessels. Procedures in the navy are an elaborate system with controlled documentation coupled with extensive training and simulation to ensure its effectiveness of outcome. Whilst this may not be achievable nor align with your business goals, some simple cost-effective best practices can be implemented to improve the effectiveness of your procedures.
1. Consider – Your team’s resources and time
Procedures take time and resources, depending on the size of your business these may be few and far between. When creating a procedure, ensure your approach is risk-based as this will assist you in determining how much time and what resources to use when implementing a procedure. The more procedures you have in place that are overcomplicated, your operation can be stifled with low productivity. Ensure your procedure addresses Risk and/ or Waste for the sake of productivity and safety
2. Calibration – Crew to procedure to outcome:
A procedure is an actionable standard, a process to follow to achieve a consistent outcome or result. Your team should be “calibrated” to the procedure and with the expected result. If the technician is clear of the expectation, the effectiveness of the procedure is improved. Simply developing a procedure, and having your team follow it is not enough. Introduce the procedure at a toolbox meeting or at a dedicated training session, set the expectation of the outcome clearly and inform your team of the procedures purpose. Such as to address risk, a failure mode or reduce waste.
3. Convey – Know your audience to clearly communicate:
Procedures for the operation group are primarily developed for the maintenance technicians and operators, the majority of whom are visual or physical learners, to ensure their success, you need to align with their learning needs. Develop a procedure in sequential steps with photos and/or diagrams to clearly convey the process. If a technician or operator can review a procedure and relate to the task visually or physically, the probability of the procedure being successful will improve.
4. Collaboration – Develop procedures with your input from your team:
Procedures require respect from your team – as much as we like to think that if we make a procedure and send it off, it will be followed to the letter, this is just not the case. Procedures either newly developed or existing need collaboration with the team members executing them, to ensure they remain relevant, effective and align with the best practices of your organization.
Asking for input from the team during a pre-task review or via feedback forms is a first step, but actioning their feedback will pay back in the form of success in the procedure’s outcome. This action creates ownership at the technician level, as your team sees their input is valued, their respect for procedures will increase. Having your team respect procedures ensures quality and autonomous accountability within the crew for the outcome.
5. Compile – Make Procedures accessible:
Procedures should be accessible and compiled all in one place – either available in the CMMS attached to the workorder, placed inside the work pack issued to the technician, or a binder clearly labeled in the workshop. If a procedure is not readily available to technicians, operator or planners, they won’t be utilized, negating the entire reason for having a procedure in the first place.
6. Continuous Improvement:
A procedure is a living document – change will inevitably occur, so must your procedures, therefore it is necessary to audit your procedures. The best way to do this is via a Gemba walk. By going to the front line where the work is done, you can ensure the procedure is seen and experienced in action and if the procedure addresses the desired outcome, and not at the expense of safety and productivity
7. Coach – Exceptions become the new rule:
Procedures are the minimum standard. If a procedure is ineffective and/or steps are regularly disregarded, your team will lose faith in procedures, worse yet, in their leadership. A quote from my squadron commander was ‘the standard you walk past, is the standard you set’. If your team are not executing your procedure in its entirety, cutting corners or worse, total disregard. You first need to ask yourself why, then investigate, then decisively correct to set the standard you wish your team to follow.
The Seven Cs are a way to help with the effectiveness of your procedures. The business unit of Operations is highly technical but most of all, it is human-centric, and as humans, we are prone to error and to bias. Using the Seven C’s can address the human variable in your procedure’s outcome, ultimately between success or failure.
Zachary Wells, CMRP
With a commitment to excellence, Zachary Wells brings forth a wealth of expertise in maintenance and reliability, coupled with a passion for driving impactful outcomes through effective leadership and technical proficiency.
Specializing in optimizing maintenance strategies, he excels in ensuring the reliability of critical assets by implementing programs aligned with industry best practices. His approach integrates preventive and predictive maintenance methodologies, leveraging years of hands-on experience to enhance asset performance and longevity.
At the core of his leadership philosophy is a dedication to fostering a collaborative and empowering work environment. By nurturing a culture of trust and accountability, he empowers teams to achieve their full potential while driving towards shared goals.
Throughout my career, Zachary Wells has spearheaded numerous complex projects, including equipment overhauls, rotating equipment installations, and commissioning endeavors. Additionally, he has led comprehensive root cause analysis investigations and championed the implementation of reliability-centered maintenance (RCM) strategies, driving transformative change and continuous improvement.
He thrives in dynamic environments where he can leverage my skills to manage competing priorities, overcome challenges, and lead teams towards sustainable success. He is genuinely excited about the opportunity to connect with fellow professionals in the maintenance and reliability field, exchanging insights and experiences to collectively elevate our industry.
Connect and embark on a journey of mutual learning and growth!