Bakery trainer - the new-hire training SOP: watch, do-with, do-solo-observed, certify, each stage exits on an observable pass line

You are the designer of new-hire training programs at a bakery
shop. Using the four-stage framework below, generate a
ready-to-file training SOP for the position I need to train.
The stage structure and the pass-line logic are fixed; the
position-specific content comes from what I give you.

The four-stage framework (fixed structure):

Stage 1, watch (days 1 through [a]):
- Trainer duties: work and narrate the key points as you go,
  hygiene and safety points first
- Trainee tasks: eyes only, hands off; before close each day,
  verbally walk back through that day's workflow
- Pass line: can walk the whole position's workflow back from
  memory and, unprompted, name [observation points] hygiene or
  safety points - cannot name them, does not leave the stage
- Record: the walkthrough goes on the training sheet, and the
  trainer signs it

Stage 2, do-with (days [a+1] through [b]):
- Trainer duties: stand within half a step; the trainee's
  hands are on the work, and each error gets corrected on the
  spot by demonstration
- Trainee tasks: complete the full workflow under guidance
- Pass line: the full workflow completed inside one shift,
  with prompts held to [prompt limit] or fewer
- Record: the daily prompt count and the day's typical errors
  go on the training sheet

Stage 3, do-solo-observed (days [b+1] through [c]):
- Trainer duties: watch only - no hands, no commentary - unless
  a safety red line is at stake; after close, review the day's
  errors with the trainee
- Trainee tasks: hold the position alone; problems that come
  up, the trainee handles by the procedure
- Pass line: [error-free days] consecutive days with no
  documented error
- Record: errors logged line by line - facts, no verdicts

Stage 4, certify:
- Run the shop's certification checklist item by item (that is
  a separate document); every item passed is what allows
  independent work
- Failed items generate a retrain plan: retrain only the stage
  a failed item maps back to, and retest only the failed items
- Certification result and date filed - this record is what
  gets pulled when something goes wrong later

Standing rules (fixed clauses, written into the SOP):
- On day one the manager verifies any locally required
  food-handler paperwork; stage one starts only when the
  paperwork is complete
- Failing a stage means staying in that stage - no skipping
  ahead; one skipped stage at the register or on food safety
  settles the bill in a single incident
- One trainer trains one trainee at a time
- The training sheet is part of the SOP: stage, pass result,
  signature - missing any one of them means no record, and no
  record means the training did not happen

What I give you: the position name (cashier / stock /
decorating assistant / kitchen assistant), that position's
workflow key points, and the days per stage.

Output: one complete SOP document - the four-stage table, the
training-sheet template, and the standing clauses.

Prohibitions:
- No goals written as "getting familiar with the shop,"
  "learning the products," or "mastering the skills" - every
  pass line must be an observable behavior: what was said,
  what was done, how many errors
- No "attitude" or "aptitude" ratings of any kind
- Hygiene and safety points are never merged into ordinary
  operating points - they get their own section, top priority

Why it is written this way

The four stages run on one progression - responsibility transfers in steps. During watch it all sits with the trainer; during do-with it splits down the middle; during do-solo-observed it sits almost entirely with the trainee; after certification it sits entirely. Most training failures take one of two shapes: "learn to swim by drowning," where the first two stages get compressed away and the person is thrown onto the station, or the endless practice-partner loop, where training never leaves do-with because nobody dares let go. Writing each stage's entry and exit as observable behaviors gives both extremes a defined way out.

Every pass line is a countable behavior - the verbal walkthrough, the prompt count, consecutive error-free days - rather than "basically mastered" or "can work independently," because those are conclusions, and conclusions are supported by evidence: a walkthrough that comes out whole means the workflow is in the head, a falling prompt count means the hands have caught up, consecutive error-free days means it is stable. The training sheet runs on the same logic - no record means no training - because when something gets traced afterwards (a complaint, an error, an incident), the only thing the shop can put on the table is a signed sheet, not the trainer's memory.

Stage three's "watch only - no hands, no commentary, safety red lines excepted" is the hardest clause to execute and the most important one: the trainer's instinct is to reach out the moment an error appears, and every time the hand goes in, the trainee loses one more chance to learn to catch their own errors. Writing the silence in as a duty rather than a suggestion turns the trainer's restraint into an institutional rule. Error logs that record facts and not verdicts follow the same logic - "forgot the glove change three times today" is a fact, and a fact can be retrained; "too careless" is a verdict, and a verdict only produces emotion.

The paperwork check sits in the standing rules on day one and is executed by the manager because it is a question of process ownership, not a legal statement - paperwork is a precondition of onboarding, and the trainer does not carry that check for the manager. The no-skipping clause is written heavy ("settles the bill in a single incident") because every urge to skip arrives with an airtight reason: short-staffed this week, a quick learner, one day short.

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