SOP sample no OSHA -...

<Yourcompanynamehere> Page1

A note about this sample SOP package

The following excerpts are from an actual SOP package developed for container/peat grown cannabis that uses a

commercial nutrient system. The source package describes a single veg room supporting two flower rooms. Information

on regulatory topics is specific to Colorado. The purchaser understands that even if this sample does not describe the

your growing operation, it does provide direction on structure along with content such as choosing pesticides that apply

to all cultivators. Using the sample as a guide, the purchaser can see how to write a description of their own processes

and replace the sample text with their own.


Version and changes ............................................................................................................................................................... 7

1 Section 1.00 SOPs and their management ......................................................................................................... 8

1.1 Formatting SOPs ...................................................................................................................................................... 8

1.1.1 Numbering ...................................................................................................................................................... 8

1.2 Change Management .............................................................................................................................................. 9

1.2.1 Requests for Change and Review Types ......................................................................................................... 9

1.2.2 Implementation of Change ........................................................................................................................... 10

1.2.3 Change Monitoring and Change Reversal ..................................................................................................... 10

1.2.4 Change documentation ................................................................................................................................. 10

2 Section 2.00 Organization and Personnel ........................................................................................................ 12

2.1 Organization Chart ................................................................................................................................................ 12

2.2 Personnel Responsibilities and Qualifications ...................................................................................................... 13

2.2.1 Business Manager ......................................................................................................................................... 13

2.2.2 Head grower – the director of cultivation .................................................................................................... 13

2.2.3 Operations Manager ................................................................................................................................... 14

2.2.4 Veg Lead ........................................................................................................................................................ 15

2.2.5 Propagator .................................................................................................................................................... 16

2.2.6 Bloom Lead .................................................................................................................................................... 16

2.2.7 Trim Lead ....................................................................................................................................................... 17

2.2.8 Cure and Packaging Lead .............................................................................................................................. 17

2.3 Other Skills ............................................................................................................................................................ 18

3 Section 3.00 Cultivation ................................................................................................................................... 19

3.1 Communications Plan ........................................................................................................................................... 19

3.1.1 Emergency contact list .................................................................................................................................. 19

3.1.2 Emergency alerts ........................................................................................................................................... 19

3.1.3 Emergency access ......................................................................................................................................... 19

3.1.4 Status dashboard .......................................................................................................................................... 19

3.1.5 Planning meetings ......................................................................................................................................... 20

3.2 Labor Management ............................................................................................................................................... 20

3.3 Environmental Control .......................................................................................................................................... 20

3.4 Workflow planning and space allocation .............................................................................................................. 21

3.4.1 Workflow Overview ...................................................................................................................................... 23

3.4.2 Plant flow overview ....................................................................................................................................... 24

3.4.3 Bloom ............................................................................................................................................................ 25

3.4.3.1 Access ways impact on layout ................................................................................................................... 26


3.4.3.2 Wave and block sizes ................................................................................................................................ 26

3.4.3.3 The strain library ....................................................................................................................................... 26

3.4.3.4 Updates to the strain library and floor layout .......................................................................................... 27

3.4.3.5 Introducing new genetics to the strain library .......................................................................................... 27

3.4.3.6 Adjusting block sizes ................................................................................................................................. 28

3.4.4 Veg ................................................................................................................................................................ 28

3.4.4.1 Supported turn rate calculation ................................................................................................................ 29

3.4.4.2 Sativas don’t take longer to veg than indica/hybrids ............................................................................... 30

3.4.5 Veg floor daily workflow ............................................................................................................................... 31

3.4.6 Early Veg (rack plants) and 2nd transplant workflow .................................................................................... 33

3.4.7 Propagation ................................................................................................................................................... 34

3.5 Horticulture Practices ........................................................................................................................................... 34

3.5.1 Propagation Procedure ................................................................................................................................. 34

3.5.1.1 Propagation metrics .................................................................................................................................. 35

3.5.1.2 Cutting Care .............................................................................................................................................. 36

3.5.1.3 Transplant cuttings to #1 containers ........................................................................................................ 38

3.5.1.4 Transplanting and Propagation ................................................................................................................. 38

3.5.1.5 Input management ................................................................................................................................... 39

3.5.1.6 Nutrients ................................................................................................................................................... 43

3.5.1.7 Trials .......................................................................................................................................................... 49

3.5.2 Veg procedures ............................................................................................................................................. 49

3.5.2.1 #1 container veg racks .............................................................................................................................. 49

3.5.2.2 Transplant to #5 containers ...................................................................................................................... 49

3.5.2.3 Veg floor procedures ................................................................................................................................. 50

3.5.2.4 Plant shaping and strength enhancement ................................................................................................ 50

3.5.3 Bloom room procedures ............................................................................................................................... 61

3.5.3.1 Loading ...................................................................................................................................................... 61

3.5.3.2 Daily Care .................................................................................................................................................. 61

3.5.3.3 Harvest ...................................................................................................................................................... 61

3.5.3.4 Trim ........................................................................................................................................................... 61

3.5.4 Trim, Cure & Packaging ................................................................................................................................. 62

3.5.4.1 Initial Harvest and breakdown .................................................................................................................. 62

3.5.4.2 Wet trim .................................................................................................................................................... 62

3.5.4.3 Drying ........................................................................................................................................................ 62

3.5.4.4 Dry Trim ..................................................................................................................................................... 63


3.5.4.5 Packaging .................................................................................................................................................. 63

3.5.4.6 Potency and contamination testing .......................................................................................................... 63

3.5.4.7 Shipping ..................................................................................................................................................... 66

4 Section 4 Pest management and pesticides ..................................................................................................... 68

4.1 Access control ....................................................................................................................................................... 68

4.2 Cleaning ................................................................................................................................................................. 69

4.2.1 Cleaning schedule ......................................................................................................................................... 69

4.2.2 Regular Maintenance .................................................................................................................................... 70

4.2.3 Disinfectants.................................................................................................................................................. 71

4.3 Scouting for pests and disease .............................................................................................................................. 72

4.3.1 Scouting for pests and disease ...................................................................................................................... 72

4.3.2 Learning to documenting observations ‐ the SOAP chart ............................................................................. 73

4.4 Diagnostics ............................................................................................................................................................ 75

4.4.1 Pest sizes ....................................................................................................................................................... 75

4.4.2 Two Spotted Spider Mites ............................................................................................................................. 76

4.4.3 Eriophyid mites ............................................................................................................................................. 79

4.4.4 Aphids ........................................................................................................................................................... 80

4.4.5 Fungus Gnats ................................................................................................................................................. 81

4.4.6 Thrips ............................................................................................................................................................. 82

4.4.7 Powdery Mildew ........................................................................................................................................... 83

4.5 Nutrient issues ...................................................................................................................................................... 84

4.6 Pesticides .............................................................................................................................................................. 85

4.6.1 Pesticide Protocol ......................................................................................................................................... 85

4.6.2 Testing product effectiveness of pesticides .................................................................................................. 86

4.6.3 Building and maintaining a spray rotation .................................................................................................... 86

4.6.4 Pesticide applicators certification ................................................................................................................. 87

4.6.5 Pesticide Handling and Storage .................................................................................................................... 88

4.6.6 Weighing out dry substances ........................................................................................................................ 88

4.6.7 Measuring out Liquids ................................................................................................................................... 89

4.6.8 A note on rounding measurements and values ............................................................................................ 89

4.6.9 Adding Pesticides to the carrier .................................................................................................................... 90

4.6.10 Cleanup of application equipment ................................................................................................................ 90

4.6.11 Disposal of pesticides .................................................................................................................................... 91

4.6.12 Handling Pesticides Safely ............................................................................................................................. 91

4.6.12.1 PERSONAL PROTECTIVE EQUIPMENT AND CLOTHING ......................................................................... 92


5 Section 5.00 Safety ........................................................................................................................................... 95

5.1 Safety information posting ................................................................................................................................... 95

5.2 Equipment Safety .................................................................................................................................................. 95

5.3 Exit Routes ............................................................................................................................................................ 96

5.4 Hazardous Material ............................................................................................................................................... 97

5.5 Self‐Inspection....................................................................................................................................................... 98

5.6 Checklists ............................................................................................................................................................... 99

5.7 RECORDKEEPING ................................................................................................................................................. 100

5.8 SAFETY AND HEALTH PROGRAM ......................................................................................................................... 101

5.9 OSHA HANDBOOK FOR SMALL BUSINESSES ....................................................................................................... 101

5.10 MEDICAL SERVICES AND FIRST AID ..................................................................................................................... 102

5.11 SANITIZING EQUIPMENT AND CLOTHING ........................................................................................................... 103

5.12 GENERAL WORK ENVIRONMENT ........................................................................................................................ 104

5.13 Handwashing ....................................................................................................................................................... 104

5.14 Facilities ............................................................................................................................................................... 105

5.15 WALKWAYS ......................................................................................................................................................... 107

5.16 STAIRS AND STAIRWAYS ..................................................................................................................................... 107

5.17 PORTABLE LADDERS ............................................................................................................................................ 107

5.18 HAND TOOLS AND EQUIPMENT .......................................................................................................................... 108

5.19 PORTABLE (POWER OPERATED) TOOLS AND EQUIPMENT ................................................................................. 108

5.20 WOOD CHIPPERS ................................................................................................................................................. 108

5.21 MACHINE GUARDING .......................................................................................................................................... 111

5.22 LOCKOUT/TAGOUT PROCEDURES ....................................................................................................................... 111

5.23 SPRAYING OPERATIONS ...................................................................................................................................... 112

5.24 ENTERING CONFINED SPACES ............................................................................................................................. 112

5.25 FLAMMABLE AND COMBUSTIBLE MATERIALS .................................................................................................... 113

5.26 HAZARDOUS CHEMICAL EXPOSURE .................................................................................................................... 115

5.27 HAZARDOUS SUBSTANCES COMMUNICATION ................................................................................................... 116

5.28 CONTROL OF HARMFUL SUBSTANCES BY VENTILATION .................................................................................... 117

5.29 ELECTRICAL .......................................................................................................................................................... 117

5.30 NOISE ................................................................................................................................................................... 118

5.31 IDENTIFICATION OF PIPING SYSTEMS ................................................................................................................. 119

5.32 TRANSPORTING EMPLOYEES AND MATERIALS ................................................................................................... 120

5.33 SANITIZING EQUIPMENT AND CLOTHING ........................................................................................................... 120

5.34 MATERIALS HANDLING ....................................................................................................................................... 121


5.35 FORKLIFTS ............................................................................................................................................................ 121


VersionandchangesSeptember 17, 2015

Submitted by Otokè Horticulture, LLC

Version: Date submitted: Date approved: Approved by: Sections affected:

Version 0 9/17/15 New document


1 Section1.00 SOPsandtheirmanagementThe purpose of these SOPs is to define the processes and procedures COMPANY NAME staff follow in pursuit of their

daily activities. These SOPs were developed by request of COMPANY NAME ownership and management to meet three

key strategic needs:

1. Document in one place, all essential cultivation procedures and practices so that new hires and employees are

shifted to new responsibilities have a single resource for how to perform tasks.

2. To describe an operation whose performance is made visible (through published metrics) to ownership and

management without having to be on site or having to quiz employees/managers.

3. To describe an operation that does not depend on daily decisions of one or more employees/managers to

determine when plants are to be moved or harvested

Following these SOPs helps prevent costly mistakes, regulatory violations and safety issues.

1.1 FormattingSOPsPurpose: To assure a uniform format in the development of SOPs

Scope: Applies to all sections of this document

The source document for these SOPs is to be maintained >>> TBD

Distribution versions of the SOP shall be done via PDF versions of the document

Each section will discuss the purpose of the section and the scope of who or what the section affects followed by the

information, process, procedures, checklists, etc.

1.1.1 Numbering Purpose: To provide a general outline for SOPs via a numbering system.

Scope: All SOPs shall follow the numbering system to provide uniformity in the system.

1. The Category numbering system for SOPs is as follows:

a. General (1.00)

b. Personnel (2.00)

c. Horticulture Practices including Post‐Harvest (3.00)

d. Pesticides (4.00)

e. Safety (5.00)

f. Regulatory Compliance including state, local, and federal (EPA, OSHA, USDA) (6.00)

2. The category number shall be followed by a period, the SOP number in numerical order. The revision number

and effective date are located of the upper right side, beginning with 0 for the first edition. SOP numbers can

also be written as Category # SOP # Revision #, for example SOP 1.10. This numbering is kept consistent by

editing the document in Microsoft Word.


1.2 ChangeManagement Purpose: Protocol for managing changes to operational procedures and documentation

Scope: Applies to all SOPs developed.

Procedures:

Note: This SOP pertains to the types of changes that the team will encounter in daily operations. It does not pertain to

major infrastructure additions, changes or similar projects.

For any operation to run smoothly, the grower must choreograph the flow of materials and people. Making even slight

changes in the choreography can require major adjustments by the staff. Having the discipline not to change things may

possibly be the most important skill growers can acquire.

Things often don’t turn out as expected when changes are made. But when change is required or desired, it needs more

than passing attention to make sure that the change is not going to create more problems than it solves. Change

management was born to make sure finely tuned machines like cultivation centers are not thrown off pace. The effort

and expense invested in a process demands the process be protected from changes.

1.2.1 RequestsforChangeandReviewTypesIdeas for changing the process will come from many sources; cost cutting, improved performance, regulatory changes,

emergencies and more. Requests for a change should be made to the operations manager in writing who will make a

determination on how to handle the request. The operations manager can also initiate a change request.

Requests are to include the nature of the change, the advantage it offers COMPANY NAME and any thoughts on what it

will take to implement the change. Requests should be signed and dated by the requester. The operations manager will

choose which of the following approval paths they will direct the request to.

Regardless of the type of approval required, the operations manager is responsible for documenting the request and

subsequent actions taken in implementing them and will maintain those documents and make them available for

inspection for at least one year.

Simple changes or changes under a specified dollar value < tbd > can be approved by the operations manager. Even

changes in a disinfectant are to be approved. A cultivation change is considered simple if it does not affect the core

cultivation process. The eye wash station, for example is within the scope of cultivation, but it does not have any effect

on cultivation if the eyewash station supplier changes.

This can be a large list of items and while responsible, the operations manager is free to delegate approval power to

leads.

Changes to the core cultivation processes and/or cultivation materials need the approval of the director of cultivation

and the agreement of the cultivation leads as well as the operations manager.

Some of the areas that will fall into this category are nutrients, media, water and pesticides. Changes to workflows or

run rates have their impact too so the director of cultivation must be involved in assessing such changes before

implementation.


The director of cultivation may require trials to be performed before a change is applied to the full inventory of plants.

When this occurs, the director will develop a trial plan with the appropriate cultivation leads who will carry out the trials

and report the results back.

Changes involving significant expenditures must undergo a financial assessment and be approved by ownership and

management. Ownership and management are responsible for defining the financial analysis they require to inform

their decision making. More often than not, this will entail a cost‐benefit analysis.

The operations manager is responsible for ensuring change requests are reviewed by the appropriate people and acted

on in an appropriate and timely fashion.

1.2.2 ImplementationofChangeMany of the changes made day to day require little more than a direction to change a nutrient formulation, modify a

spray rotation or add/delete a data collection point and seldom will a change force the staff to engage in complex

project planning. But even simple changes can result in disaster and the remedy is simple planning and management of

changes.

The operations manager is responsible for the overall performance of the operations and one key tool is their oversight

responsibility for all changes. The operations manager is responsible for developing and documenting an appropriate

plan for implementing the change and gaining appropriate approval (following the request types noted above). The

operations manager is also responsible for overseeing the execution of that plan.

Plans should be appropriate to the level and risk of the change. The removal of one indica strain and its replacement by

another indica strain has little to no impact on the operation and requires little in the way of planning. Changing the mix

of sativa and indica strains however could create space issues and most likely will require a review of the layout with the

new mix and possibly changes to the floor layout.

1.2.3 ChangeMonitoringandChangeReversalThe operations manager is responsible for monitoring recent changes looking to see if the change is producing the

desired results. Most changes call for a one or two week observation period before declaring a cultivation change

successful.

Should monitoring detect undesired results during the post change monitoring period, the operations manager is to

communicate the news to ownership and management and then direct the team to cease following the new procedure

and revert to pre‐change conditions.

Some changes can be complex enough to warrant more formal planning, but that is seldom the case, so COMPANY

NAME is left to determine if and when they need to develop a more formalized planning process for changes.

1.2.4 ChangedocumentationThe operations manager should keep a file for all changes that are implemented that contains any and all

documentation related to the change request and implementation including financial assessments, implementation

plans, problem reports, etc.

Various changes may require changes to operational documentation such as metric reports, supply/supplier lists, etc.

When tools change, documentation for the new tool to be placed in the documentation library and the old

documentation removed.


Change in processes or procedure may require a change to the SOPs document and the director of cultivation is

responsible for these updates.

In addition to keeping files on changes, changes should be logged in a master index of changes so there is a history of all

changes over time. Change logs should include a place to specify whether the change was a success or not.


2 Section2.00 OrganizationandPersonnelPurpose: Describe the responsibilities of key individuals

2.1 OrganizationChart

RRR Business Manager

Ops Manager

Facilities Mgr Veg Lead Bloom Lead Trim Lead Cure Lead

Head

Grower


2.2 PersonnelResponsibilitiesandQualifications

2.2.1 BusinessManagerThe Business Manager role is not within the scope of these SOPs but is discussed here for clarity of the overall

COMPANY NAME operations. The business manager oversees all facilities and operations including dispensaries as well

as cultivation facilities. Duties include coordinating shipments of products between the various company locations.

2.2.2 Headgrower–thedirectorofcultivation Scope: Using SOPs at the COMPANY NAME, Grow as well as in charge of all operations that involved horticulture

decisions. Communicates directly with operations manager before going to upper management.

1) This person should have either an extensive background in growing that may include, but does not require formal

education in horticulture. The HG owns and maintains SOPs and artifacts stemming from the SOPs (such as pesticide

inventory sheets, spray schedules, nutrient formulation records, etc.) to ensure proper operation of COMPANY

NAME in .

2) Responsibilities

a) The HG works with ownership and operations manager manager to set production quotas.

b) The HG will make decisions pertaining to quality and the need to divert product from the flower path. The

choice to divert flowers to extraction is a significant financial decision that should be exercised by an individual

who demonstrates good knowledge of plant infestations along with solid decision making skills.

c) The HG is the primary source of pest management direction for the operation.

d) Owner of the certified applicators training/certification process at COMPANY NAME

e) The HG will collaborate with the operations manager to define, execute and review results of all horticulture

trials.

f) Regardless of where a worker is in the organization, communication is the key to a smooth running operation.

Management needs to effectively communicate actions and policies to staff and staff need to communicate

problems they encounter up to management describing the help they need from management to resolve the

problems. The following are responsibilities for the HG that the following will be completed:

g) Pest management is everyone’s job and the knowledge of the pests will face day to day is concentrated enough

that anyone touching plants should learn the routines used for control. Workers responsible for spraying need a

little more knowledge and ideally will obtain their Colorado Private Applicator’s (PA) certification, although

workers without that can spray under the direction of a PA. A solid grasp of Integrated Pest Management (IPM)

serves as the basis for any grow team to look for ways to improve their pest management results.

h) After light, nutrients exert the most influence over plants and an ability to analyze and propose new

formulations of nutrients is a key skill for an operation. This includes having the ability to change the growing

habits of plants through nutrient management. This skill requires a basic level of knowledge of nutrients and the

role they play at different growth phases along with the signs and symptoms of deficiencies and toxicities.

Nutrient recipes are owned and approved by the director of cultivation, but staff should be able to use the tools

of using laboratories and using on‐site testing with such equipment as pH and EC meter. The nutrient discussion

covers water, media and nutrients and the nutrient specialist must be able to talk to all of these topics.

i) Ensure all cultivation staff have appropriate education/training materials for cultivation tasks

3) Qualifications

a) Extensive experience in cannabis cultivation on a large scale

b) Knowledge of the key inputs of light, water and nutrients

c) Familiarity with IPM – integrated pest management


d) Knowledge of pesticides, their use and restrictions on them

4) Performance metrics

a) Resolves cultivation issues in a timely fashion

b) Processes defined by the HG consistently deliver on yield and quality

2.2.3 OperationsManager Scope: Operations Manager

Operations Manager (OPS) ensures the operation is being run consistent with the SOPs and manages all aspects of the

operation including personnel issues as well as making sure the needs of the COMPANY NAME Business Manager are

satisfied. The operations manager has overall responsibility for delivering on poundage, quality and cost targets as set

by management as well as showing a strong compliance posture relative to all Colorado regulations relating to cannabis

cultivation.

1) Responsibilities

a) Ensure COMPANY NAME is in compliance with all state and local regulations

b) Deliver on yield and quality as set by ownership

c) Oversight of METRC data for the facility

d) Operations cost management

e) Maintain a smooth operation and an overall sense of confidence in the staff

f) Organization and maintenance of all necessary records for the operation and regulators.

g) Oversees execution of pest management activities

h) Communicate up to ownership and management and communicate down to staff

i) Oversees administrators as well as members of the cultivation team

j) Ensures all staff are properly trained and have access to appropriate training materials

k) Ensures staff includes at least one person on staff have a Private Applicator’s certification

l) Provides safety training as well as orientation packages for all personnel. Provides a set of safety protocol /

OSHA, etc. postings.

m) Maintains a record of all training and certifications for staff

n) Problem management

o) As with all workforces, people pose daily challenge not only on a work level, but on interpersonal relationship

(IPR) levels that can challenge the most competent and experienced manager. The operations manager and

area leads are on the floor every day and need to work within their own area and across to other areas to

maintain a businesslike, productive and hopefully happy workplace. <Note about respect, etc.>


a) Pounds of product harvested each month

b) Pounds of product shipped to licensed retail outlets and extractors

c) Overall operational cost excluding infrastructure costs and utilities

d) Communication with HG in all decisions affecting the grow (inc. planned outages, etc.)

3) Qualifications

a) Be computer literate

b) Familiarity with at least Colorado state regulations, regulatory processes and compliance to them.

c) Familiarity with the Colorado state mandated METRC database and cannabis tracking regulations/procedures


d) Understands the need to manage change. Experience with change management is a plus

e) Have significant experience managing large teams of people.

f) Comprehension of the importance of business communications both up and down within the organization

g) Can identify situations where training would be helpful and arranges, delivers basic knowledge as well as timely

updates to staff.

h) Is willing to delegate responsibility to area leads.

i) Willingness to seek assistance. “Know it all’s” seldom do know it all.

j) Ability to review the Colorado METRC tracking and reporting data for COMPANY NAME as well as the ability to

enter data into the tool.

k) Move to communications section >>> Regardless of where a worker is in the organization, communication is the

key to a smooth running operation. Management needs to effectively communicate actions and policies to staff

and staff need to communicate problems they encounter up to management describing the help they need from

management to resolve the problems.

2.2.4 VegLead This person manages all aspects of the propagation and veg operations. This is a hands on position requiring the lead to

be able to do any of the tasks of the veg area. veg lead should:

1) Responsibilities

a) Directs all operations in veg including propagation

b) Manage staff to ensure appropriate levels of labor are available at all times

c) Reflect state of the veg room through data entry into METRC

d) Works well with management and staff

e) Understand and support the overall operations management structure and goals

f) Communicates well both up and down within the organization keeping management and staff up to date on the

status of the operation.

g) Act as a mentor for the veg staff

h) Seek assistance from external sources when problems arise.

i) Point out areas for improvement to management

j) Manage pesticide spray activities

i) Be a certified applicator or become one

ii) Direct staff in pesticide handling and application.

iii) Is responsible for using only CDA cleared pesticides

iv) Manage pesticide inventories along with the Bloom lead

v) Maintain “regulator ready” pesticide application logs, METRC database and other documentation

2) Qualifications

a) Experience directing people

b) Experience in cannabis cultivation, especially propagation

c) Collaborative

d) Can express themselves clearly

e) Computer literate


a) Consistent delivery of plants to bloom

b) Delivery of pest free plants to bloom

c) Maintains METRC database to reflect current state of veg room inventory


d) Maintains organization of the veg floor for easy identification of strains

e) Employee morale

f) Cleanliness – no major outbreaks

2.2.5 Propagator The role of propagator is especially important to the operation and as such carries some special skill requirements. It is

hard to “see” that skill in an interview and management may need to observe the propagator over time to determine if

they are meeting their goals.

1) Responsibilities

a) Consistently meets weekly cutting demands

b) Maintains a high level of successful root out in cuttings

c) Keeps a clean work area

d) Delivers pest free cuttings following direction from the HG

e) Delivers cuttings with a high percentage of successful rooting

f) Communicates problems quickly

g) Provides feedback to Veg lead on health of donor plants on the floor

2) Qualifications

a) Organized

b) Communicates well

c) Self‐starter and takes direction well

d) Computer literate

3) Performance metrics:

a) Consistent attainment of rooted cuttings to the cutting plan

b) Rooting time for cuttings

c) Percent cuttings successfully rooted (also identifies poor performing strains to VL.)

d) Percent cuttings lost to pests

2.2.6 BloomLead This person manages all aspects of the bloom rooms and coordinates all personnel activities with other team leads. This

is a “hands on” position which requires the lead to be able to perform all tasks required of bloom workers.

1) Responsibilities

a) Grow plants to desired size and shape in time allotted using tools provided by the HG

b) Understand and support the overall operations management structure and goals

c) Communicates well both up and down within the organization keeping management up to date on the status of

the operation and keeping their people up to date on the status of the operation.

d) Anticipates and requests additional labor from other areas or from management when work bubbles demand.

e) Be very familiar with the details of flowering plants and their development

f) Mentor staff in techniques – train new staff

g) Willingness to seek assistance from external sources when problems arise.

h) Can point out areas for improvement to management

i) Manages spray activities and pesticide ordering jointly with the veg lead

i) Be a certified applicator or become one

ii) Direct their staff in pesticide handling and application.


iii) Maintains pesticide and nutrient inventories

iv) Is responsible for using only CDA cleared pesticides

j) Reflect state of the bloom rooms through data entry into METRC

2) Qualifications

a) Organized

b) Communicates well

c) Have experience directing people in specified tasks

d) Self‐starter and takes direction well

e) Computer literate


a) Consistent delivery of plants to harvest

b) Delivery of pest free plants

c) Maintains METRC database to reflect current state of veg room inventory

d) Maintains organization of the bloom floor

e) Employee morale

f) Cleanliness – no major outbreaks

2.2.7 TrimLead 1) Responsibilities

a) Ensure appropriate staffing is available

b) Mentor staff and train new employees

c) Manages all weight measurements and maintains the METRC database for all trim operations

d) Deliver product to cure room for drying/curing

e) Remove product for cure room for final trim

f) Return product to cure for testing, packaging and shipment

2) Qualifications

a) Experience in trim procedures

b) Able to work with a wide range of personnel, mostly inexperienced, some of whom may never have had a job

before as well as people with work experience but not with cannabis

c) Manage labor demands to keep trim on pace with harvested plants

d) Capable of recognizing quality issues in harvested product

e) Ability to communicate up and down through the organization

3) Performance Metrics

a) Weight of product categories processed and delivered each month

b) Number and length of delays in harvest caused by delays in trim

2.2.8 CureandPackagingLead Cure and packaging is the final stop for flower product before it leaves the facility. Given the value of the product

contained within the cure room, cure room security is high.

1) Responsibilities

a) Maintain strict access control to cure room and the inventories held within it

b) Manage the drying and curing of plant material


c) Maintain the METRC database so as to accurately reflect the state of inventories of product in it’s different

states on a daily basis.

d) Package product for shipment to retail outlets

e) Send samples to labs for testing and disposition product packages when results are returned

f) Communicate with other area team leads and the operations manager

g) Immediately alert the operations manager and ownership to any issues discovered

h) Be able to train cure room workers in their tasks

2) Qualifications:

a) Organization

b) Computer literacy

c) Inventory management experience a plus

d) Familiarity with Colorado inventory tracking regulations a plus

3) Performance metrics:

a) Accuracy of METRC database in cure

b) Weight of product received/disposed/cured/packaged/shipped

c) Weight of product sent to extraction

2.3 OtherSkills Regulatory knowledge: Cannabis production is highly regulated so all workers need to have a solid understanding of

regulations as they affect their day to day work. A large number of the regulatory areas are ones that every worker in

the US falls under, OSHA, EPA, USDA, etc. and can be harder to implement than regulation specifically aimed at

regulating the product.

METRC: The ability to read and understand METRC is one that all management and leads should have along with the

ability to enter data into METRC is one that should be afforded to area leads and at least one staff member to allow for

stand‐ins when the area lead is not available.

Organization: Cannabis production can be thought of as a production line and production lines are run through a high

degree of organization. People not well suited to highly regimented and repetitive work may not be happy in such an

environment.

Communications: As with any labor intensive activity, the opportunities for problem are many and the ability to

communicate is central to learning how to avoid problems and when they can’t be avoided, central to limiting the

impact of those problems.


3 Section3.00 Cultivation

3.1 CommunicationsPlanBecause COMPANY NAME has multiple cultivation facilities, there is a need for the Business Manager and ownership to

have ready visibility into the health and performance of each of these operations without the need to contact each

operations manager.

3.1.1 EmergencycontactlistAll contact numbers are to be published in visible spots inside the operation and administrative buildings. The name at

the bottom of the list is the first contact and each name up represents going higher into the company management

levels.

3.1.2 EmergencyalertsAll personnel with access to the facility should be set up to receive any alert that may be produced by the control

systems in use at COMPANY NAME . Alerts should be directed to cell phones that are used by the employees at the

facility.

3.1.3 EmergencyaccessThere must be someone with access to the facility at all times of the day, every day. The list of people with keys and

security codes needs to be posted with the contact list. Ownership and the business manager must also have keys and

current codes.

Personnel with access must be able to turn off/turn on electricity, the water supply system, HVAC, lighting, heating and

CO2 burners.

3.1.4 StatusdashboardThe health and performance of an operation can be assessed by examining the performance metrics mentioned earlier

in this document into a simple status “dashboard” owned by the operations manager and fed by the weekly

measurements produced by each lead. This document should be available online or as a file that is to be

updated/distributed by the operations manager each week.

Keeping a history of these weekly reports in a chart format provides a clear view as to recent trends. The scope of such a

history should encompass the last 12 months.


3.1.5 PlanningmeetingsThere are no regularly scheduled meetings scheduled at COMPANY NAME but meetings can be called as required.

When emergencies occur or changes are to be discussed and implemented, the operations manager is responsible for

holding planning meetings to make sure the affected team leads come together to coordinate their activities.

3.2 LaborManagement1. When operating under these SOPs, the demand for labor is constant week in and week out reducing or

eliminating the need to shift personnel between functions.

2. In the case of an emergency or when changes are to be implemented, the area leads will assess the labor

required of their area and if the demands cannot be satisfied within the teams, the leads will request help from

the operations manager who will evaluate the situation and then if necessary, obtain the additional resources.

3.3 EnvironmentalControl


The controls and data collection for COMPANY NAME are consolidated in the Link4 controllers that allow temperature

and CO2 targets (and alert levels for both) to be set along with the light schedule in each room.

1. The operations manager is responsible for maintaining the proper environment at the facility by monitoring the

environment and the HVAC systems. This includes monitoring temperature, humidity and CO2 levels weekly and

possibly more frequently when weather extremes push the facility’s HVAC systems capabilities. Issues with the

environment affect many other aspects of the operation and the operations manager is responsible for making

sure that any issues are communicated to the rest of the team so they can adjust their activities as necessary.

2. Area leads should be skilled in interacting with the Link 4 control panels for each space >>> see details here.

Changes to environmental settings should be able to be done by more than one or two people for expediency’s

sake in the case of emergencies, but preapproval is required through the director of cultivation for any

permanent or seasonal changes of the settings.

3. The Link4 units have the capability to send alerts to a user’s cell phone and the owner, business manager,

operations manager, Veg and Bloom leads should ideally be setup in the system to receive these alerts

4. The operations manager is responsible for calling in HVAC service when needed … 24/7.

5. Data should be taken from the controllers weekly and stored for future reference for the last 12 months.

Consolidation of the data into a timeline would make seeing trends easier.

3.4 Workflowplanningandspaceallocation The parameters that determine potential output of a layout are:

Illuminated canopy area

Length of strain schedules

The canopy area limits the amount of product that can be grown in the facility and schedules control how long and how

much it costs to deliver a given quantity of product.

The bloom rooms at COMPANY NAME each have approximately 6500 sq ft of floor space. After making allowances for

access ways, there is about 5000 sq feet of canopy area.

The schedule to be associated with a strain in production is determined by using any experience with the strain to set a

starting point schedule for that strain. The initial choice should be on the long side to allow observation of how time

affects yield.

A goal of these SOPs is to describe an operation that is effectively “self‐running” and a key to achieving that is to design

a workflow based on time rather than personal decisions. The goal for growers in the past was yield that could be

achieved with extra time under the lights. Present day commercial growers however look to consistency as a primary

goal upon which consistent yields can be built. Old school growers focused on yield at the expense of time but today’s

commercial growers have discovered that maintaining turn rate is an effective way to increase calendar yields.

The result of this focus on time is the realization that layout of the cultivation floor is linked to cultivation times. When

filled to capacity, the layout has been optimized for the daily flow of plants. If plants are held longer than their


designated time in a space, there is no space available on the floor to put those plants without compromising access

ways or work space.

Accordingly, the layout of the cultivation spaces at COMPANY NAME is based on the understanding that plants are to

spend a specified number of weeks in veg and a specified number of weeks in flower. The head grower is responsible

for officially setting the schedule for each strain (done by strain type Sativa vs Indica/Hybrid) as well as developing the

cultivation program that delivers the desired yields within the specified time periods. The payoff for this effort is an

operation that consistently delivers the same number of plants of the desired strains week in and week out.

COMPANY NAME currently has space in the veg and bloom rooms to accommodate the COMPANY NAME

production goals and cannot support any other demands without a change to the layout of the facility and a reduction

in the mainline production capacity.

The process of planning out floor space for a continuous operation is first done when an operation is being laid out, but

changes to the strain mix and efforts to increase the weekly turn rate also need to use this analysis to be able to follow

the space allocation process to ensure reliable flows continue. The director of cultivation is responsible for performing

this analysis when it is required.

Definitions

A block is a group of plants and at COMPANY NAME , a block is devoted to a single strain.

A wave is a group of blocks whose cuttings were taken in the same week so a wave consists of some mixture of strains.

The cutting schedule drives the operation with one half of the strains on hand cut and included in a wave one week with

the other half making up the wave that is to be cut the next week. This staggered approach delivers any strain in the

COMPANY NAME library once every two weeks.


3.4.1 WorkflowOverviewThe cultivation flow is summarized in the figure below

Take Cuttings Stick cuttings Initial Root Development

1st Transplant

Racks

Move to Veg floor Wk 1




Move to Bloom

Harvest

•Weigh entire plant

Rough cleaning

•Weigh waste and remaining plant

Wet trim Drying Dry trim

Packaging Testing Approval to ship Shipment


3.4.2 PlantflowoverviewThe following discussion starts in the bloom room and chases plant flows back to propagation. This analysis covers

aspects of a variety of design and layout variables that affect the achievable and sustainable turn rate of plants.

In this diagram, green denotes sativa and blue denotes indica/hybrids


3.4.3 BloomThe bloom rooms at COMPANY NAME have a target capacity of 1500 plants based on early operational experience.

The fundamental requirement for continuous harvest is the need to have multiple waves of plants in bloom, each

maturing one week later than the last. The rule used at COMPANY NAME is that one wave of plants is required on the

floor for each week the plants are expected to be in bloom.

Indicas typically have an 8 week residency whose layout requires 8 waves of plants. Sativas typically require more

days/weeks to harvest than indicas and therefore must have more waves of plants to maintain weekly deliveries. The

most efficient way to address this an maintain a manageable flow is to allocate unique space in the bloom rooms for

both long DTH strains (sativas) and short DTH strains (Indicas and Hybrids).

The figure below shows one such arrangement for a 12 week sativas along with 8 week strains.

It is important to note that to grow plants to more schedules requires the allocation of more floor space resulting in

more fragmentation of the floor space and usually, a reduction in the number of plants harvested weekly. Time in bloom

is expense against the plants. The mixture of “expensive to produce” sativas and less costly indicas and hybrids

influences the average cost of product. Higher percentages of sativas in the strain library drive higher overall costs per

gram.

This approach can be avoided by dedicating an entire bloom room to long DTH (days to harvest) strains to one bloom

room and short DTH strains to the other. This has the disadvantage of leaving the operation exposed to loss of one of

the DTH types should a bloom room experience a catastrophic failure.

This leads back to an approach where the bloom rooms can be thought of as clones, each with the same mix of strains

with the location of specific strains on the same place in each bloom room. This way, a loss of the environmental system

in winter in one room does not rob the operation of all the sativas or indicas.


3.4.3.1 AccesswaysimpactonlayoutAccess ways take up space. Take a long rectangular room in which there will be 8 waves of plants and access ways.

Access ways need to be the same width regardless of the layout so it is easy to see that running aisles down the length

of the operation leaves less space for plants.

3.4.3.2 WaveandblocksizesWith a capacity of 1500 and one third of the total plants being sativa (assumed for this example), the waves in the indica

section of the room will each have 1000/8 = 125 plants. The waves of sativas will each have 500/12 = 41 plants. This

then says a weekly wave of plants moving into a single bloom will contain 166 plants. With two flower rooms being fed

from one veg room, the combined turn rate required of the veg operation is 332 plants (166x2).

With 40 some plants in a sativa wave, the number of sativa strains in the library is controlled by the demand for each

strain. A 10 plant block size supports 4 strains for this wave. To remain balanced, 4 more sativa strains should be in the

strain library for the alternate week cuttings. If the total strain count is 50 with 8 sativa strains, a week’s cuttings will

encompass half (25) of the strain library’s total and there will therefore be 21 (25‐4) Indica strains to spread across a

wave of 125 plants resulting in Indica/Hybrid blocks of 6 plants. Obviously, fewer strains allow larger blocks.

3.4.3.3 ThestrainlibraryThe strains and the number of strains in the COMPANY NAME library will vary over time but the cutting approach does

not. Cuttings are taken from one half of the strains in the library one week and the next week, cuttings are taken from

the other half of the library lineup.

A strain library document captures key details about current genetics. The strain library acts not only as a document

about current strains but is also is used to organize the cutting process. The layout exercise indicates the floor layout

does not change once set so that requires the mix of strains in the library to be the same.

A truncated sample of a strain library shown below shows a balanced strain library … with the same number of sativa

strains (2 in this example) in both week’s cutting schedule. The strain library then acts as the official source of the cutting

plan.


3.4.3.4 UpdatestothestrainlibraryandfloorlayoutWaves consist of blocks of plants, each of different strains. As the total number of strains changes, so do the number of

blocks a wave must be broken into. It also changes the number of plants that will be present in each block. Whenever

the strain library experiences a net change in the number or mix of age strains, numbers for block sizes must be

recalculated and the cutting plan updated with the new demands. This may also require changes to the floor layout

to maintain continuous flow.

3.4.3.5 IntroducingnewgeneticstothestrainlibraryNew strains being introduced into COMPANY NAME must be approved by the director of cultivation who must also

approve of the removal of strains from the library other than the unexpected loss of a strain through disease/pests.

To reduce the chance of new material contaminating the operation, plants to be introduced into the COMPANY NAME

strain library must be first isolated, monitored and treated for pests for one week before they go into the veg room.

Once in the veg room, the new material must be grown out to a point where enough cuttings can be taken to make up a

complete wave. If a strain is being replaced by the new genetics, the new plants being grown for cuttings should be

grown as part of the block of the strain being replaced, replacing plants in that block rather than adding to them. Once

enough cuttings are available, the new strain can replace the old strain which may now be discontinued.

Should the need for a replacement strain be driven by the loss of a strain, the block that held the lost strain should be

populated by other strains (this will require a temporary change of the cutting plan) to keep the cultivation spaces fully

populated while the new strain is propagated and reaches the week 4 space on the veg floor where cuttings are taken.

There is a possibility of taking cuttings off of younger plant to speed the new strain on its way, but that should be

approved by the Head Grower first.


3.4.3.6 AdjustingblocksizesUp until this point, the analysis assumed all strains get the same plant count. This is the default assumption but growers

can modify the block sizes to address varying demands for specific strains.

Within the total number of plants in a wave, plant counts can be adjusted between strains, reducing counts for lower

demand strains and increasing counts for high demand strains. This is a manual process whose result is the number of

cuttings for each strain … also known as the cutting plan. The results of this manual balancing are to be captured in the

strain library.

3.4.4 VegA single veg room is used to feed both bloom rooms suggesting it be organized so as to support the easy handling of

plants in support of that dual feed requirement. The vegetation space at COMPANY NAME is laid out as in the diagram

below.

This space must accommodate both older veg plants and provide access to the #1 container plants in the racks. A 3 foot

aisle around all sides of this 3700 sq ft space leaves 3024 sq ft for older plants.


3.4.4.1 SupportedturnratecalculationThe next step is to determine how many plants this space can support. This is not just how many plants can be placed in

a space, it is how many plants can be placed in that space and successfully deliver healthy plants to bloom. As noted

before, time drives the space layout, requiring the grower to plan how long plants of each strain are to spend on the veg

floor.

When operating at capacity, there is no room to hold plants held past their scheduled time. This is such a critical concept

that if something were to happen that plants cannot be moved into bloom, the plants destined for bloom still need to be

moved out of veg so that veg is not compromised.

Cuttings are taken weekly, rooted cuttings are transplanted into a #1 container at the turn rate each week and #1

container plants are transplanted into #5 containers and placed on the veg room floor at the same turn rate each week.

To keep this workflow moving smoothly, plants must be moved out of veg each week to make room for new plants to

start their journey across the veg room floor.

As plants get bigger, they take up more floor space so the key to squeezing the most capacity out a veg space is taking

advantage of plant size over time. The cost of this is physically moving the plants on a weekly basis. To provide for a

constant weekly delivery of plants when plants are on the floor for 4 weeks, there need to be 4 waves of plants with a

plant count the same as the weekly turn rate1. To be able to access all plants for maintenance, more space must be set

aside for access aisles between the blocks and those aisles should be 3 foot wide, enough to allow the cleaning machines

to drive between the blocks. This takes up another 432 sq ft leaving about 2600 sq ft for plants.

1 Note how time can directly restrict capacity. If plants need to be on the floor for 5 weeks, 5 blocks of plants are required for weekly deliveries and

that means each block has to get smaller to accommodate the 5th block of plants. Given this would mean a second block of large plants, the weekly

capacity could drop significantly


Plant size is the other parameter that controls the actual turn rate of the capability of the veg room. Plant size

determines how closely plants can be spaced on the veg floor. Past measurements of the floor space used by blocks of

normally spaced veg plants in this room provided the basis for determining how big the blocks must be.

The intent is to lay out the waves as “stripes” across the space. For this example, the length of each wave (a stripe) will

be the 48 ft dimension of the room2. Plant containers control the size of the block of week 1 plants as the transplants are

so small. At a turn rate of 400 plants and taking up 1 sq ft per plant when containers are touching, week 1 plants require

400 sq ft of floor space. This allows the calculation of how wide the block must be to encompass the necessary 400 sq ft.

Knowing the length of the block is 48 feet, the width of the block is 400/48 = 8.3 feet. That 48 x 8.3 rectangle can be

outlined on the floor. Exactness is not required so round this up to 8.5 feet.

Repeat this calculation for each of the other 3 blocks and outline each space on the floor.

Week 2: 400 plants x 1.15 sq ft/plant = 460 sq ft and 460/48 = 9.6 ft (10ft) wide

Week 3: 400 plants x 1.75sq ft/plant = 704 sq ft and 704/48 = 14.7 (15) ft wide

Week 4: 400 plants x 2.76 sq ft/plant = 1104 sq ft and 1104/48 = 23 ft wide

The following approximately to scale figure shows what the veg floor looks like at a weekly turn rate of 400 plants with

typical sizes.

400 plants of these sizes and typical spacing results in a total required floor space of 2668 sq ft, barely exceeding the

available space indicating a 400 plant turn rate is the upper end of what this space can handle without undo crowding.

Compare that 400 plant max capacity to the bloom weekly demand (332 calculated in the bloom section) to determine if

the new scheme can be supported by the veg space

Changes in the cultivation process that produce larger or smaller typical plants should include a revalidation of the

capacity of the veg room with the new sized plants. One example of this is that if growers seek to develop the same

canopy mass with fewer plants. This does not affect the bloom rooms as the canopy is the driving factor, but fewer

plants required in bloom reduces the demand on veg and may free up veg space that can be used for other purposes.

3.4.4.2 Sativasdon’ttakelongertovegthanindica/hybrids

2 Stripes can also be laid out in the other direction if it allows better access


While bloom maturation time differences between satvias and indica/hybrid strains do affect the bloom floor layout,

that difference is not considered for veg layout at COMPANY NAME . All plants, regardless of their strain reside on the

veg floor for the same time which makes the veg floor layout simpler and affords more space for plants.

3.4.5 VegfloordailyworkflowPlants are moved out of veg every week opening space for younger plants to be moved up into the next week’s space.

Available labor determines how fast the move is accomplished. If the move of plants to bloom is accomplished over the

weekdays, one fifth of that week’s wave plants are moved each day. The figure below shows that the week 4 wave of

plants sectioned into about 5 equal “move groups” that represent the plants that will be moved each day. Splits are

made on strain‐wise sub‐block boundaries, not plant count. The move groups do not need to be equal in size as all

plants will be moved within the week.


Step one is for bloom to acknowledge it is ready is ready to accept new plants, so the first of the five sections of plants

are moved to flower, leaving unoccupied space in the Week 4 wave. That space is to be cleaned once the plants are

moved.

A closer look shows that the “move group” is made up multiple blocks of plants, each representing a different strain.

The close up shows that half of each block is sent to Bloom 1 and half is sent to Bloom 2. This is why blocks of plants

should always have an even number of plant so they can be evenly split between the bloom rooms. The logistics of this

flow are that half of each block in the move group is moved to bloom one and once those have been moved, the


remaining halves of the plants are moved to bloom 2. This lends itself to moving bloom 1 plants in the morning and

bloom 2 plants in the afternoon, further refining the labor demand for this action.

Step 2 is to move plants from the week 3 block up into the recently vacated Week 4 space. Vacated space is cleaned.

Step 3 is to move the Week 2 plants up and Step 4 is to move the week 1 plants up. Step 5 is the population of new week

1 plants from the 2nd transplant operation.

If the veg room is partitioned in two to support the two bloom rooms, the half waves in each partition would each be

broken into five sections and the plan is to move one fifth of the plants destined for each bloom room each day.

3.4.6 EarlyVeg(rackplants)and2ndtransplantworkflowAs the week one space opens on the veg floor, plants must be taken from the racks surrounding the floor, transplanted

into #5 containers and then placed into the newly vacated Week 1 space. Since the cutting plan creates a different set of

strains each week, it is convenient to think about using two sets of racks to feed the veg floor, each rack delivering

plants to the floor every two weeks and the two racks offset by one week. The figure below shows how this works with a

turn rate of 500 assumed.

Each weekday, 100 cuttings would be transplanted into #1 container and placed within the first rack set and at the end

of the week, the first rack set will have 500 plants and be full. The number of plants a rack can hold tells the number of

physical racks that required for a rack set. For example, if a 3 tier rack holds 33 plants, about 15 racks are required per

rack set.


Because the plants must stay on the rack for 2 weeks, that means that another rack set is needed to deliver plants on

the alternate weeks. The flow of plants is shown in the figure above with racks emptied and refilled every two weeks.

Time on the racks is critical. Like veg, the longer plants are to stay on the racks, the more space is needed. If plants are

to be on the racks for three weeks, three rack sets would be required to provide a steady weekly flow of plants and

available space for more racks would need to be considered.

3.4.7 PropagationPropagation is the control center for the operation and that control is accomplished through the cutting plan. Taking

additional cuttings beyond the demand gives some insurance from loss in the rooting out phase. The number of excess

cuttings to take should be based on the current success rate of cuttings, increasing the number of cuttings when losses

are being experienced.

To facilitate easy location of strains, each week’s wave of cuttings should be placed in trays so as to ensure that the

placement of trays on racks establishes where plants will end up on the veg room floor. When a grower looks at a rack of

cuttings, they will see a wave of cuttings numbering the same as the turn rate and they will also see that the strains that

are in the top right tray of the wave will be in that same tray two weeks later when those strains are cut again.

When the cuttings are transplanted into number 1 containers, they are to be placed on the racks is a manner that

continues the order, or “structure” of the strains so that the grower always knows which rack/tier a strain‐wise sub‐

block resides. As these plants are moved onto the veg floor, they should also be laid out in the same order as established

during cutting. The strains that were in the top right cutting tray will end up landing in the exact same spot on the week

1 veg floor space every time. This makes for easy location of strains.

3.5 HorticulturePractices

3.5.1 PropagationProcedureAlways wear gloves when working with cuttings – change when contamination occurs

Cuttings are taken from week 4 veg plants on the floor before they move to bloom.

Do not take cuttings from new top growth on a donor plant. Cuttings are to be taken between the top and middle of

each donor plant avoiding removal of any of the top growing points.

Using a scalpel, razor blade or other specified instrument, count back 3‐4 nodes (with the top most leaves being node

number 1) and make a 45 degree (diagonal) cut to remove the cutting from the plant.

When removed from the donor plant, cuttings should be placed stem first into water to prevent loss of the capillary

action in the cutting’s stem which will interrupt the flow of water to the cutting.

The goal is for donor plants to be pest free, but to avoid dependence on that, cuttings should be inspected for pests.

Remove any found by entirely submerging cutting foliage in the pesticide solution specified for the specific pest.

Dunk solution for < do a table >:

Put rooting hormone into a small cup.

Soak cutting blocks in solution of RootShield as per label instructions for concentration


Remove each cutting from the holding cup.

Take one rooting block from soaking tub.

Inspect the stem cut and recut at 45 degrees if necessary

Dip/roll each cutting stem once in the hormone cup.

Excess rooting hormone can impair rooting.

Stick the cutting stem into the hole in the top of the cutting block.

Dip entire cutting in <?> solution

Place cutting block in tray.

Identify cutting strains in tray to keep strain blocks separate

When full, place a dome over the tray and place under lights.

Rooting hormone, razor blades/scalpels, Solo cups for cutting gathering, cutting grow blocks, clean work space.

Rooting hormone

o Current approved hormone products Clonex_____________________________

o Place hormone in a shallow dish or cup

Discard any leftover hormone in the dish according to label and COMPANY NAME direction.

Scouting begins with donor plants to see if cuttings taken from them will be contaminated. Scouts should document

pests on donor plants in their scouting report and communicate any pests on donor plants to the propagator and the

propagation room manager.

New cuttings are to be examined closely and treated for pests. If cuttings can be proven reliably pest free, pest

treatments can be discontinued with the head grower’s approval. Propagators should note presence or absence of pests

on cuttings in the same log used to track strain cutting success rate and communicate the pests to the area manager.

Cuttings under domes need to be kept isolated from crawling and flying pests. Isolation and cleanliness are the primary

tools and scouting of plants under domes is of utmost importance. Daily removal of weak cuttings and protection of the

rest is top priority.

The veg lead (actual or acting) is responsible for deciding whether to cull plants from the racks

3.5.1.1 PropagationmetricsThere are 3 metrics for the propagation operation: Time to root appearance, percent of cutting that survive to 1st

transplant and pest pressure.

The time to root metric is simply an observation as to how long it is taking for cuttings to push roots into view. These

observations are to be captured weekly or monthly on a separate document <need template> as the number of days to

root appearance for each strain.


The percent success metric is a report of the number of cuttings that are available to be transplanted into #1 containers

divided by the number of cuttings taken. This includes cuttings taken, but not required to meet the demand. At

transplant time, the actual number of cuttings in each tray and each strain are to be recorded by the propagator before

handing the cuttings over for transplant. The propagator will compare the number of cuttings in the trays to the number

originally taken and this percent success number is to be recorded in a list of weekly success measurements. <need a

template for this > The propagator is to then calculate the average of the last 4 weeks’ worth of success measurements

and update the strain library with these most recent success percentages for each strain. Should a shortfall occur such

that there are not enough cuttings to satisfy a strain’s cutting count in a wave, the propagator should consult with the

operations manager to decide if that wave goes forward with less plant count or to fill out that wave by transplanting

more plants from another strain to cover the shortfall.

The assessment of pest pressures present in cuttings is the final key metric. This needs to be a quick assessment of “High

‐2”, “Low‐1” or “none‐0” that is documented each week. The weekly assessment of pest pressure is recorded on a

separate document <need template>. As with the “cutting success” metric, the propagator computes the average value

of the pest pressure over the past 4 weeks and records it in the strain library document. The use of numbers rather than

words allows simple calculation of the metric value. The target for COMPANY NAME is to get this assessment to always

turn out “None ‐ 0”, but this simple documentation allows management to assess the need for any changes and is a

primary performance metric of the propagation process. A value under 1 indicates that there have been recent pest

issues, but that they were resolved. A value of more than 1 indicates ongoing pest pressures and should initiate a review

of pest management procedures in propagation.

3.5.1.2 CuttingCare1. Lighting

a. use ___ x _____1_______ bulbs in _________________ carriers.

b. Set canopy light levels to a PAR of __150____________ micromoles/sec/m2

c. Use a PAR meter for this measurement

2. Temperature

a. 75 degrees F is the target temperature under domes

b. Make sure temperature and RH history is kept for review. The Link4 systems should be gathering the

data… we need to understand where that data is being archived.

3. Apply propagation nutrients once every _____TBD____ days after roots appear from the rooting cubes.

a. Propagation nutrients are the veg nutrient recipe diluted by 50%

4. Monitor RH under domes

a. Avoid allowing condensate to rain on leaves. Vent domes when condensation drops form on the inside

of the domes.

5. Scouting

a. Observe cuttings closely for signs of PM or insects/mites

b. Remove dead/underperforming cuttings and their cubes

c. Record probable cause of death in the propagation log. For example:

i. Root rot

ii. poor growth

iii. Pests


d. Using the strain library document or other list, maintain a log of cutting success for each strain. This

provides feedback on the overall performance of the propagation process and propagator.

6. Control pest populations

a. The goal for propagation is not to pass a single pest to veg.

b. Apply specified pesticides to cuttings, as well as tray and inner dome surfaces

7. Additional cleanliness steps

a. Spray walls behind propagation area (including racks) with approved Cleaning agent to remove pests

(once a week)

b. Remove all debris from floor of the veg room asap

c. Remove all debris from lights and horizontal surfaces in the area of the propagation operation

d. Do not allow dome racks to touch walls or adjoining racks.

e. Remove cutting trays from the racks. Spray the empty racks with a CDA approved cleaning agent like

SaniDate.

f. Thoroughly wipe down the rack after spraying with the cleaning agent.

g. Surface mats on the rack are to be cleaned each day or at an interval specified by the Veg lead

h. The plants on the veg floor are contamination sources for the propagation operation so the floor under

and surrounding propagation racks should receive a wipe down with an approved cleaning agent daily to

deter any pests headed for the racks.

8. Further prevent floor transmission of pests onto the racks with sticky tape/cards or oil traps around rack casters.


3.5.1.3 Transplantcuttingsto#1containers Place media into the mixing tub

Break up media and reduce to eliminate large clumps of media

Add supplements

Wet with water and wait <tbd> minutes before using

Put media into a #1 container to within <tbd> inches of the rim

Using the index and middle finger of each hand, dig out a hole in the middle of the media that is wide enough

for the cutting cubes and deep enough to allow the cube’s top surface to be level with the top of the media

surface. The cube can be placed slightly lower than the media surface, but never above the media surface.

Remove each cutting from its tray, inspect roots and place one in every container

Back fill any spaces around the cube with media

Using a hand held watering bucket, thoroughly wet the media in the container with nutrient solution*

Apply tracking tags to each potted plant (need to confirm when this happens)

Move containers to the #1 container racks in accordance with the strain layout plan

Destroy unused cuttings and document as necessary

*Use the veg nutrient formulation for the transplanted plants

3.5.1.4 TransplantingandPropagation 1. A lack of a shortfall warning means the team can assume the cutting blocks are complete and there are no

future deficits in the pipeline. Shortfall warnings indicate there will be a short fall in yield in the future and

management can use this information in maintaining a realistic estimate of yields.

2. The mission of veg is to deliver rooted cuttings to the first transplant step so that delivery is a key METRC

indicating that propagation is operating properly, but there is other information that is also useful to future

improvement and those are internal metrics that help management understand the health of the propagation

process. The nominal time to root is a key indicator of the effectiveness of the propagation process. The data

needed to allow management this view is a weekly review of the trays, capturing the number of days it takes the

average cutting to root. The days to root emergence from rooting cubes is to be kept as a continuous process

METRC that is to be displayed in the propagation space and the history of that for the past year is to be kept.

3. The final internal METRC is an assessment of pest pressures present in cuttings passed to transplant. This needs

to be a quick assessment of “yes” or “no” that is documented each week. The target for COMPANY NAME is to

get this assessment to always turn out “No”, but this simple documentation allows management to assess the

need for any changes and is a primary performance METRC of the propagation process.

4. The cutting plan for COMPANY NAME is to take cuttings for one half of the available strains each week and

takes enough cuttings to satisfy the turn rate plus some additional cuttings per strain as insurance against early

cutting losses.

5. The cutting plan is simply setup by separating the strain library into two equal or near equal numbers. The

cutting plan is to then take <20> cuttings of each strain each week. The cutting plan must match the target turn

rate to maintain the workflow in the facility.

Week A

Day 1 Day 2 DAY 3 DAY 4 DAY 5

Apollo‐13 20 Abusive OG 20 Area 51 20 Banana Kush 20 Blueberry 20

Blue Dream 20 Ambulance 20 Aspen OG 20 Black Jack 20 Bordello 20


Cali‐O 20 CCK 20 Casey Jones 20 CM x WW 20 Flo 20

Cherry Lime Haze 20 Grape Ape 20 Chocolope 20 Hashberry 20 Golden Triangle 20

Durban 20 Mother's Milk 20 LSD 20 AR OG 20 OG Skunk 20

Sweet Tooth 20

TOTALS 100 120 100 100 100

Week B

Day 1 Day 2 DAY 3 DAY 4 DAY 5

Golden Skunk 20 O.G. 20 Golden Goat 20 Hindu Kush 20 SSH 20

Northern Lights 20 OAB 20 Green Crack 20 IBG 20 Strawberry 20

NYCD 20 Pac‐10 20 Jet Fuel 20 Ogre 20 Cinderella 99 20

Sour Diesel 20 Vanilla 20 K2 20 Medi Kush 20 Purple Pinecone 20

Sour Maui 20 Violator 20 Tangerine Haze 20 Black Bubba 20 Purple Haze 20

Deadhead OG 20

TOTALS 100 120 100 100 100

3.5.1.5 Inputmanagement

3.5.1.5.1 LightingFluorescent lights producing 150 PAR output and TBD spectral character

Light is the source of all the energy the plant uses to grow so that places light at the top of the input pyramid.

Specification of lighting levels and equipment are the responsibility of the director of cultivation. No replacements may

be purchased without the director’s approval.

The standard lighting fixtures used at COMPANY NAME are as follows 1000 W Gavita with digital ballast ??? 600 W MH lamps in veg 1000 W HPS lamps in veg

The instantaneous PAR level goal for veg is 400 umoles of PAR /square meter/sec The PAR goal for Flower is 1050 umoles of PAR photons/square meter/sec Measurements of PAR should be made using a PAR light meter such as the FieldScout Quantum Light meter from Spectrum technologies. COMPANY NAME does not perform spectral analysis of the lamps. The spectrums of the MH and HPS lamps are well understood. Lamp replacement is done when a lamp burns out and must be performed by a licensed electrician. Burned out lights

should be reported to the area manager when they are noticed. The area manager will make the contacts required to

schedule the replacement.

Cleanliness extends to the lights and their ballasts and they should have dirt and bugs removed from them every <TBD>.


Any changes to lighting needs to be reviewed and approved by the director of cultivation as this can affect the HVAC

loads as well as plant growth performance.

3.5.1.5.1.1 Water3.5.1.5.1.2 SourcewateranalysisThe source water for COMPANY NAME is not useable for cultivation without treatment. The next figure shows the lab

results for the source water showing high alkalinity and dissolved solids. The EC of 1.2 is primarily driven by the

bicarbonate (that are driving the alkalinity as well), sulfate and sodium levels. Calcium and magnesium are also present

in significant amounts. This water is not suitable for use in cultivation and must be treated.

3.5.1.5.1.3 WatertreatmentsystemandresultsThe water for COMPANY NAME is from a well with heavy loads of contaminants that require it to undergo processing

to kill biological contaminants (Ozon‐ation) and removal of high levels of dissolved solids (Resin ion exchange columns,

both positive and negative charges) to produce water that is suitable for use in cultivation.

Some of the treated water is run through a Reverse Osmosis system and the treated water is blended with RO water in

the ratio of 72‐25 to attain the final water that is pumped into large concrete holding cisterns. The water that is

delivered from the cisterns should have the following easy to check characteristics: an EC of no more than <tdb from 200

ppm) and an alkalinity of no more than 100 ppm.

The EC of tap water from the facility should be checked against the standards each week using MyronL EC pens. If the EC

exceeds the standard, the tester should report the finding to the operations manager who will engage the necessary


people to first confirm the observation and then determine whether the cultivation processes are exposed to

contamination and alert workers if that is the case providing whatever contingency plans are needed for the situation. If

water use is suspended for any reason, the operations manager will alert the entire work team and direct appropriate

action to take in response to the problem.

Should EC tests indicate the base water is not within specification, the alkalinity of the water should be taken using the

high range measurement technique described in the alkalinity test Kit instructions that is also included below. Higher

than expected EC levels may well map to higher alkalinity, but generally a higher than expected EC does not mean the

water is unsuitable. A measured Alkalinity <above 100 ppm> suggests the need for immediate suspension of water use

until the source of the issue is identified and corrected.

Well water samples should be sent to the lab twice a year, usually in the spring and fall to see if there are any long term

changes in the source water. That testing is the responsibility of the operations manager who will obtain a sample of the

well source water and send it to the laboratory for analysis using an irrigation suitability test A single sample of base

water should also be tested by the lab twice a year. These results are to be added to the COMPANY NAME operations

database whether that be a file folder of hardcopy or computerized data.

The figure below shows the lab analysis for the treated water showing low EC, low Alkalinity and a pH of 7.2.


Notes:

1. When properly processed, the treated water should have very low dissolved solids and hence a low EC indicating

the base water does not supply any significant amount of nutrients so the COMPANY NAME nutrient

formulations are not adjusted to account for the base water nutrient contributions.

2. Treated water has a pH of 7.2 and an ultralow alkalinity so there is little to no tendency for this water to raise pH

of the media so no pH down adjustment is indicated. Media pH at COMPANY NAME has historically run in the

mid to high 6’s, so if media pH rises above that, downward adjustment of the base water pH may be necessary.

When pH down adjustment is done, the adjuster is typically based on phosphoric acid and adds phosphorus to

the solution. The amount of phosphorus added needs to be estimated and then that value is to be compared to

the target nutrient recipe to see if phosphorus needs to be removed from the nutrient recipe to keep levels

close to the desired target.

3.5.1.5.1.4 WatersystemmonitoringEach week, the EC of water drawn from the underground cisterns is checked. With a target ppm of about 200 ppm, the

EC would be about .3 mS. If the EC matches that EC within 10%, there is no need for further testing and the water is

cleared for use.

If the EC is measured at .4 or higher, the alkalinity of the water can be checked using the HACH Alkalinity testing kit.

Follow the kit directions for the High Range test which is necessary in case alkalinity is near the source water alkalinity of

247 ppm.

If the EC is elevated along with alkalinity, the director of cultivation should review the levels and determine whether the

water is usable or not. If not, the operations manager needs to inform all growers to stop using the water until further

notice. This may also be necessary if there are issues with water processing that result in the underground cisterns not

being filled.

3.5.1.5.1.5 WatersystemmaintenanceDaily: Observe water levels in the treated water tank, the two RO tanks and the underground cisterns.

<TBD>

Weekly: Clean intake filter

Replacement schedule: <TBD>

3.5.1.5.1.6 WateringCOMPANY NAME hand waters plants using 50 gallon watering carts in bloom and hand watering in veg. The watering

schedule is <tbd>. At approximately one gallon per bloom plant and 1500 plants in a bloom room, 30 cart loads are

required to water each bloom room.

The watering carts are provided with an extension wand fitted with a water breaker attachment to reduce the force of

water splashing on the media. When watering, the target is to just water enough to start to see water begin to seep out

of the bottom exit holes. Once that observation is made, watering is stopped.

COMPANY NAME uses an alternating nutrient delivery approach where plants are irrigated (no nutrients) one day and

the next time for watering sees nutrients being mixed into the water.


3.5.1.5.1.7 NutrientdeliveryWhen delivering nutrients, each 50 gallon load of water will have the approved nutrient sources added and mixed

before delivery to the plants. The approach for applying nutrient solutions is the same for applying pure water.

3.5.1.6 NutrientsEquipment: DRAMM water processing systems Tools : Myron L EC and pH pens, Hach 2444301 Alkalinity Test Kit, Model AL‐AP, mg/L Colorado Analytical in Brighton and Lakewood is the nutrient analysis lab used by COMPANY NAME .

3.5.1.6.1 Mediacharacteristics The director of cultivation is responsible for specifying all characteristics of the media used at COMPANY NAME . Any change to the media or supplements used must be approved by the director of cultivation. An example is shown below for Pro‐Mix HP with mycorrhizae. If such data is not available for a media product, it is recommended that a sample be submitted to a lab to obtain these basic characteristics for the media. This allows comparison with other media and correlation of the character of the media with its performance.

The media is to be pre‐moistened before loading into containers <more detail here> to allow the calcium based pH

adjusters in the media to be activated so tender transplant roots are not exposed to ultra low pH levels of unadjusted

peat.

3.5.1.6.2 NutrientFormulationsCOMPANY NAME uses a proprietary nutrient recipe based on the General Hydroponics line of nutrients. These receipe

sheets should be posted in the main nutrient room as well as the veg room.


3.5.1.6.2.1.1 Wateringcarts50gallons

3.5.1.6.2.1.2 Watering“cans”

3.5.1.6.2.1.3 MixingStart by filling the container ¾ full of water, add the measured amounts of nutrient products and then add water to the

container until the full volume of water is reached. Mix the solution with a clean paddle or other stirring device.

Analysis of the base water does not suggest the need to pH base water before mixing in nutrients. The need for pH

modification should be discussed with and approved by the director of cultivation along with direction as to whether

this is a temporary adjustment or a new standard practice.


Fill the tank with half of the target total solution volume. Use graduated cylinders to measure out nutrient products

according to the recipe and add the products one at a time and then stirring the solution for at least 30 seconds using

provided stirring tools. Once all products have been added and stirred, add water and fill the tank to the specified total

volume. That volume should be marked on the tank for easy reading.

Measure the solution with 2 Myron L EC pens and check their readings. If the readings do not agree, get a third pen to

confirm which of the original two was incorrect. Take the incorrect pen to the area lead for examination and re‐

calibration.

If the pen readings do agree, compare that reading to the signature EC for the solution being mixed. That signature EC is

provided by the director of cultivation. If the readings fall within the signature EC range, the mix is ready to use. Once

the EC check is successful, the solution is now ready to use.

3.5.1.6.3 LaboratorynutrienttestingLab testing of nutrient solutions is not required on a regular basis, but lab testing is invaluable while adjusting your

nutrient recipes. COMPANY NAME uses Colorado Analytical Lab in Brighton, CO.

3.5.1.6.3.1 WaterandnutrientsolutiontestingTo send one or more solution samples, collect about a pint in a sample bottle provided by the lab. Send solution samples

to the lab using chill inserts to keep the solutions chilled during transit. Ship samples overnight if possible. A sample of a

chain of custody is shown below.


When the results are returned, the typical irrigation suitability test report will look something like this:

Different labs report different versions of the nutrients and if the lab reports Phosphate as PO4, you need to divide the

540 by 3.1 to get the ppm of Phosphorus alone (172 ppm) and not PO4. This same thing needs to be done here with

Sulfur as it is measured and reported as Sulfate (SO4) so it needs to be divided by 3.0 to get the ppm of sulfur alone (190

ppm). Once we have all nutrients reduced to individual nutrients (N, P & K), we can now compare them.

A typical reading of this report follows:

We first look at the NPK profile by dividing the NP&K values by the nitrogen ppm to get 1‐1.7‐2.3. As noted earlier, this is

easily recognized as a flower formulation with high Phosphorus and Potassium levels relative to the Nitrogen levels. That

is, the P and K values are greater than 1 meaning there are more P and K ppms than nitrogen ppms.

With a typical target of around <175 ppm – confirm actual value), Calcium would appear to be low and Magnesium is

more than double target levels at 116. Even in the rapid pace of flower, magnesium only needs to be in the 50 ppm

range. The magnesium and Sulfate numbers may be indicating the grower was giving the plants too much magnesium

sulfate. The total Nitrogen levels at 100 ppm are good and the Nitrogen ratio of 1 part ammonium to two parts nitrate

indicates it has a potential to reduce pH in media at a moderate rate. When combined with the Calcium from the source

water, a total of 100 ppm of Calcium, which we feel is low for a hydroponic system, but adequate for a soilless system

due to media’s ability to collect and hold nutrients that can build Calcium levels to the desired levels in the media.


3.5.1.6.3.2 MedianutrienttestingThe lab can also measure the nutrients in the root zone of the plants. Media samples need to fill a zip lock sandwich bag

and that volume of material should be collected from several plants to prevent taking too much from one plant. This is

important if you are going to be taking numerous samples over a couple of weeks.

Media samples should be taken a good 2‐3 inches below the surface. Use your fingers to dig into the media to pull a

small sample and add it to the sample bag. Take these small samples from multiple plants until you have a suitable

sample. Identify the sample and other samples being sent to the lab and fill out the lab’s chain of custody form.


3.5.1.6.4 OnsitenutrienttestingOnce the nutrient scheme has been set, lab tests are replaced by on site testing of the nutrients in the root ball.

COMPANY NAME uses MyronL EC and pH pens <add specs>. Use these pens to measure the EC and pH of nutrient

solutions, but they can also measure the EC and pH of what is known as the soil solution. The soil solution is the liquid

that is being held between media particles, films coating particles etc. The soil solution is what root hairs are in contact

with so the amount of dissolved nutrients and the pH of the soil solution is key information.

COMPANY NAME uses the “Pour Through Leachate” soil solution sampling technique. Add enough distilled or RO water

to the media to wet the root ball without causing a lot of runoff out the bottom. Use distilled or RO water for this as

other water will have dissolved solids that will confuse the EC readings. After setting 15 minutes, add a little more

distilled/RO water to create just enough runoff out of the bottom of the container to collect 50 ml or so. Filter the runoff

through a coffee filter. Measure pH and EC of this runoff extract using the Myron L pH and EC pens.

Media EC readings need something to compare to and that comes from experience and building a history of

measurements. Before that data exists, use your nutrient solution nutrient levels as a guideline recognizing that peat

media will collect nutrients and that soil EC numbers can be higher than nutrient solution ECs.

This technique is time consuming and it should be used during development of the growing system. Once the system has

been set and dialed in, the primary use for these tests is to act as a failsafe detection system, just as we look at EC and

Alkalinity to see if the incoming water processing system is producing water to the specs as desired. A leachate test will

tell whether nutrients & pH are high or low and should be run once a week until no significant changes are seen

between the weekly measurements. Then the director of cultivation can set a new test frequency.

Equipment:

Myron L EC Ultrapen

Myron L pH Ultrapen


3.5.1.6.5 Carbondioxide CO2Carbon dioxide is an essential plant nutrient obtained from the air through opening in the leaves. Plants adapted to

natural levels of carbon dioxide in the realm of 250‐350 ppm. Science has shown that as with any other plant nutrient,

elevated levels of CO2 can increase the growth of plants dramatically as long as there is sufficient light and nutrients to

support the elevated level of biosynthesis.

The most valuable comparison for CO2 is shown in the chart below that shows that as CO2 concentration is increased,

plant photosynthesis increases up to a point. Above 900 ppm of CO2, the increase in photosynthesis declines

significantly so there is much less bang for the CO2 buck spent above 900ppm. That said, the rate still increases and the

COMPANY NAME setpoint for CO2 concentration is 1200 ppm <confirm>. The CO2 levels are controlled through the

Link4 controllers.

The COMPANY NAME facility uses propane burner units to develop the CO2 for the flower rooms. Given these are

open flame units; their use precludes use of aerosol products of any sort.

The link 4 controllers allow the setting of a CO2 high level alert and that level is specified at <tbd>

3.5.1.7 Trials 1. Trial protocol:

a. Site selection shall be made in accordance with HG and department lead (BL or VL). b. Provide adequate spacing and buffer zones with standard protocols on horticulture care. c. Shall maintain a control group with each trial with the trial being limited to losses that can be afforded.

2. Provide same cultural practices to trial and control groups. Create a plot plan and label all affected plants in

control and trial appropriately.

3. Limited to one change at a time.

3.5.2 Vegprocedures

3.5.2.1 #1containervegracks Light – use <tbd> florescent bulbs for rack plants

Apply the veg nutrient formulation to every plant every <tbd> days

o Wet the root ball just to saturation to ensure complete watering while limiting runoff

Plants spend 2 <or TBD> weeks on the racks to allow full root development

Monitor rack plants for pests, disease and underperformance

Spray each rack plant with specified pesticides weekly

o Spray rack plants by removing them from the racks and using a 0 hour REI pesticide, spray each plant

until thoroughly wetted.

o Place plants back on rack

The veg lead (actual or acting) is responsible for deciding whether to cull plants from the racks

3.5.2.2 Transplantto#5containers Prep media as in the 1st transplant section

Fill a #5 container half full of media <check this flow>


Center an empty #1 container on top of the media in the middle of the #5 container. Add media to the top of

the #1 container.

Remove the empty #1 container to leave a hole for plants

Take a #1 container plant and remove the container sleeve

Inspect roots for signs of improper growth and disease ‐ Do not transplant diseased plants

o Show any suspected diseased plant to the veg lead to determine what to do with the plant

Place the plant root ball into the opening in the media

Back fill gaps around the root ball with media

Using a hand held watering bucket, thoroughly wet the media with nutrient solution*.

o Use Steinernema feltiae in the dousing solution

nutrient solution

Wrap tracking tags around the main stem of each plant

Move containers to the flower room floor in the appropriate location specified by the layout

*Use the veg formulation for these plants

3.5.2.3 Vegfloorprocedures The veg room is lit with 400 W Metal Halide lamps for all plants on the floor except those that are over plants on

their last week in veg. 1000W High Pressure Sodium lamps are used to accelerate plant growth and harden them

to the high light levels.

Apply nutrient solution every <tbd> days*

The veg room floor is to be laid out according to the layout analysis given earlier and plants are to be positioned

consistent with the strain mapping set out by the strain library and floor layout.

Veg Flow

o Plants spend 4 weeks on the veg floor after which they are sent to bloom

o As the week 4 plant space is sent to bloom, week 3 plants are moved up into the now vacant week 4

space. Week 2 plants are moved up to the week 3 space and week one plants are moved up to the week

2 space followed by newly transplanted plants being placed in the week one space.

o The veg room is laid out to support 2 bloom rooms, creating 2 equal mini‐waves

The veg floor is partitioned into two halves, each half dedicated to one of the bloom rooms

The total plant count of the wave is equally spread across the two spaces

o Because of the strain mapping employed by the layout scheme, strain blocks in the week 4 space will be

arrayed according to the strain mapping and should be moved into the bloom room consistent with that

mapping.

o Regulatory Requirement: In preparation for moving waves to bloom, the RFID tags of all plants in the

week 4 space are to be scanned and entered into the METRC database documenting the move to a new

location

*Use the veg nutrient recipe

3.5.2.4 PlantshapingandstrengthenhancementConsistent plant shape and size is important to maintaining consistent yields. Leaving the plants to grow as they wish

relegates the grower to being a spectator, not a master of the plants. Shaping steps here are intended to produce plants

with at least 5 major scaffold branches.

3.5.2.4.1 Definitions:


Main stem: the central, or main stem of the plant Scaffold branch: A branch from the main stem Secondary branch: a shoot off of a scaffold branch Crossing branch: A branch that grows inward, often crossing other branches Crotch angle: The angle between a shoot and the stem/branch it grows out of Shoot: new growth Pinch: the removal of a growing point using thumb and forefinger to “pinch” the growing point. Internode distance: distance between each new shoot on a stem or branch.

Figure 1 Plant shape nomenclature 1


3.5.2.4.2 Shaping

Figure 4 Apical dominance in un‐pinched plants

Prior to performing a pinch, well‐spaced young plants will tend to grow straight up with little side growth. This is due to

hormones produced in the growth point that signal the plant not to grow outward.


This hormone signal can be interrupted by removing the growing point on the central stem of the plant.

Figure 5 Apical growing point on central leader

Once the growing point is pinched off, the plant’s hormonal balance shifts to encourage side branches to grow

producing a bushier plant as seen in the next picture.


Figure 6 Increased side growth after apical pinch – note uniformity

Un‐rooted cuttings are not to be pinched, trimmed of otherwise manipulated

When a plant has grown to a point where there are 5 major branches, the growing point of the central leader of

the plant is to be pinched (need demo movie). The pinch will generally happen in week <TBD>. No other shaping

is required.

The spacing of plants in veg affects the spread of a plant. Spacing plants to where they touch will encourage

taller plants with less shadow footprint. Separating plants to where they do not touch will promote shorter and

bushier shapes, especially once the main leader pinch is performed as plant hormones will then tend to allow

the scaffold branches to grow faster.

Nutrient mixtures (particularly the mixture of nitrate and ammoniacal Nitrogen mixes) influence the internode

length (). Nutrient mixtures with 100% of the nitrogen sourced from nitrate Nitrogen along with high light

promote shorter internode lengths. This combination generally produces shorter plants with improved load

carrying capacity.

The canopy can be “opened” (spread to allow more light into the middle of the plant canopy) using various

techniques such as spreaders or clothes pins clipped onto branches to weigh them down increasing the branch


angle to the main stem and exposing more bud sites to light. The closer the angle between scaffold branches

and the main stem is to 90 degrees, the more load it can carry without support.

o The need to open a plant can be strain dependent. Sativas in particular may require unique shaping

actions compared to Indicas.


3.5.2.4.3 IntensivePlantshapingSome strains may require intensive training to produce the desired yields. The photo below sows plants grown in

cramped quarters resulting in tall narrow plants with all of the branches running about parallel to one another. This

shape limits the light gathering area for each individual plant, explaining why crowded plants don’t produce as well as

well‐spaced plants.

Figure 7 Low crotch angle scaffold branches

When training is required, plants are pliable and simple techniques can increase low crotch angles to increase load

bearing capacity in the scaffold branches. The closer crotch angles are to 90 degrees from the main steam, the stronger

they are, but that also means the plant is getting wider.


Figure 8 Use of weights to spread canopy

Use of weights and/or other means of increasing crotch angles will increase the average footprint of a plant which

directly determines the number of plants than are required to fill the canopy area. Spreading the canopy directly affects

the number of plants that need to be grown and the cutting plan and the layout of both veg and flower rooms is

affected by changes in the plant size. Plant size and shaping changes must be approved by the head grower.


Figure 9 Pinch timing

The timing of the pinch determines how long the plant will be in veg along with the height of the plant. Time spent

before the pinch is directly related to the overall schedule and cost of the plant. This time does allow the roots and main

stem to bulk up, but does not necessarily translate into more yield.

Five scaffold branches is the standard for COMPANY NAME so the main stem growing point is to be pinched in week

<tbd> of veg.

3.5.2.4.4 GrowthManagementvianutrientsWith light set, the remaining tool for growing veg plants to a specific size is nutrients. Simply increasing the

concentration of the veg nutrient formulation can encourage faster growth from plants that are falling behind and

nutrients can likewise be toned down to reduce growth in runaway strains. Any changes in nutrients given must be

approved by the head grower.


3.5.3 Bloomroomprocedures

3.5.3.1 LoadingPlants are loaded into the bloom rooms according to the layout developed earlier. Having the plants laid out by strain in

veg allows waves of plants to be moved into the bloom room and positioned according to the mapping with little effort.

Each strain block will land at the same place within a wave space allowing any strain block of any age to easily be

located.

3.5.3.2 DailyCareo Scout across all plants in bloom – every day

o Fill out any reporting forms specified such as a SOAP chart

o Report any pests or disease to the bloom lead immediately who will confirm the finding and make an

initial determination as to what action should be taken. The bloom lead will also inform the operations

manager of the finding.

o The operations manager is responsible for communicating the finding and planned actions to ownership

and management

o Apply nutrient solution to all plants <tbd> days*

o Perform plant maintenance

o Remove dead or dying leaves

* Use the appropriate flower formulation for the age of the plants … transition, mid bloom, ripen and flush

3.5.3.3 Harvest Each week, a wave of plants is harvested from each bloom room

Plants that have aged 8 weeks (indica/hybrids) or 12 weeks (sativas) are the harvest targets

Plants and containers are removed from the bloom room and taken to the trim location

Vacated space is to be cleaned in preparation for new plants to be moved in to.

3.5.3.4 Trim Regulatory requirement: The weight of all marijuana plant material is to be accounted for in the trim process

The main stem of the plant is cut just above the media surface.

Root balls go to disposal and the now separate plant is passed on to the rest of the harvest processing

The entire plant is weighed with that weight being recorded <where?>

The plant is then stripped of all brown and yellow fan leaves in a rough clean process

Individual branches are cut off of the main stem, collected and taken to the trim room

o Resulting stem material and leaf waste are weighed/recorded and sent to disposal

Individual branches are wet trimmed by hand

o All usable trim material is collected, weighed/reported and sent into the cure room for drying on racks

Wet trimmed branches are sent to the cure room where they are hung to dry until the stem material can be

broken with a snap. Branches too wet will bend rather than break.

Branches are brought back to trim for a dry trim cleanup and separation of buds from the branches

o Buds are weighed/recorded and sent to the cure room for packaging, testing and shipment

o All branch/litter waste materials produced by the dry trim are to be weighed/recorded and sent to

disposal


All trim produced leaf material is sent to the cure room where it is held until delivery to the extractors. Decisions

on what product is to be sent to the extractors are to be made by the operations manager who may canvass the

team for input on this decision. The operations manager needs to approve the use of anything more than leaf

material with ownership/management.

3.5.4 Trim,Cure&PackagingPlants to be harvested from a bloom room are removed from the room by members of the bloom team. The entire plant

and container is removed from the bloom space. Bloom personnel must record the plants as having been removed from

the bloom room inventory.

Trim team members now have possession of the harvested plants and:

Harvest and gross breakdown of plants: Trim team members “harvest” each plant by cutting the stalk of each plant just

above the media in the container. The now separated root ball and container are considered non‐marijuana waste and

can be disposed of with no further processing. The rest of the now separate d plants is considered regulated cannabis

and subject careful documentation of the weights of plant material disposed of and passed along.

3.5.4.1 InitialHarvestandbreakdown Plants can be gathered into a batches for each strain harvested on the same date for easier record keeping

The official definition of “Harvest Batch” from Colorado regulations is a specifically identified quantity of

processed Retail Marijuana that is uniform in strain, cultivated utilizing the same Pesticide and other

agricultural chemicals and harvested at the same time.

Each newly harvested plant is weighed in its entirety and that wet weight is recorded in the harvest logs

The team then performs an initial breakdown of the plant removing all fan leaves and any dead plant material

All material removed in the breakdown is weighed and recorded against that batch

Each plant is then broken down with flower containing branches removed from the main stem

Stem segments resulting from this breakdown have their weight recorded and the material is disposed of

according to Colorado regulation <see SOP Disposal of Cannabis plant material>

The remaining plant material including the flowers is moved to the trim room for processing.

3.5.4.2 Wettrim Trim personnel are given a tray of flower bearing branches

The individual flowers are removed from the branches

Branches with flowers removed are stacked in a separate tray for weighing

Branches headed for disposal are to be first weighed and the data entered on a sheet of paper. The data will

eventually be entered into METRC as per Colorado regulation

Trimmers are to remove all sweet leaf from flowers using tools as provided by COMPANY NAME

Material removed from flowers is collected separately, weighed and documented in METRC. This is usable

material for extraction and it’s diversion to the extraction path is to be documented.

3.5.4.3 Drying Flower bearing branches are taken into the cure room and hung on wires in the racks to air dry

Sweet leaf removed during wet trim is spread out onto backing sheets loaded into open baker’s racks

Typical drying time is 8 days

Cure Room temperature and humidity are to be within the following ranges <?> & <?>

Flowers are dry when the attached stem can be easily snapped in half by cure team members


Dried flowers are sent back to trim for dry trimming

3.5.4.4 DryTrim Flowers are removed from the stems

Stems from a batch are weighed, documented in harvest logs and disposed of according to Colorado regulations

on disposal of cannabis waste.

Flowers are trimmed a second and final time to remove additional material

All material removed during dry trim is either considered waste or extractable. Regardless of the destination for

this material, the trim team must weigh it and record the weight in the harvest logs.

3.5.4.5 Packaging Packages are created under the batch number the plants came from

Packages are entered into the COMPANY NAME inventory via Metrc

Potency and contamination test results are to be stapled to the package

o If no contamination test is requested, packages must have the following text added:

When the potency testing results are returned with no contamination or potency issues, the product is now free

to be shipped to an outlet for sale.

Testing

o COMPANY NAME uses CannLabs for all testing

o A sample is removed from the batch of product to be packaged and shipped to the lab for potency and

visual contamination testing

o CannLabs requires a minimum batch sample of < X grams> for proper testing

o The X grams of product should be taken from each package from a harvest batch

o Product with pending lab testing are held until satisfactory results are returned.

o Because RR R is currently requesting only a visual inspection for mold and filth, all product shipping

containers leaving COMPANY NAME must by rule have a label affixed to the outside of the container

with the following text “The marijuana contained within this package has not been tested for

contaminants.” If all contaminant testing were requested, this text is not required for negative test

results

o Weight of the sample should be noted in METRC

3.5.4.6 PotencyandcontaminationtestingSamples can be submitted to the lab for potency and contamination testing. Samples are required to be 1 to 2 grams in

weight. Samples are required from each 1 package with each sample to be between 1.5 and 2 grams. Sample weight is a

specified in regulations. Always check current regulations to ensure compliance.

Each sample is placed in a small bag with a unique RFID tracking tag attached to it and the tag is registered to the

sample. Each sample bag also has a test submission sticker affixed. Current practice is to request Potency, CBD and

Manitou Contamination. State contamination testing is not to be requested without the approval of ownership.


Samples are collected and once a week they are manifested and physically delivered to the lab in Denver when

deliveries are being made. The product packages being tested are held in the cure room until the test results are

returned (HOW?) and potency numbers affixed to the packages which are then made available for shipment and sale.

The Manitou contamination protocol is a visual inspection for dirt, mold or other contaminants. Should the test results

come back positive the proper course of action follows:

TBD

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