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How to read and interpret an SIPOC (Suppliers Inputs Process Outputs Customers)

Q

QAMTY

#1
Hi everyone

Doing several process maps in several process by using SIPOC.
After maps were done, I don´t clearly see the benefits of mapping.

I include in the sketches Suppliers, Inputs Processes, Outputs and customers.

I fed all data, and after mapped, don´t know how to "read" the SIPOC.

Are there some methods, or special ways to analyze the SIPOCS?, so that we can "discover" why process are running wrong, additionally
how to analyze at the same time several processes and finding
the elements which are causing problems.

I read on the net that can be useful before a project starts and can be detected the points in problems.

Or SIPOC are used just to document the processes?

Thanks for your feedback
 
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John Broomfield

Staff member
Super Moderator
#2
@Qamty

The result of your SIPOC process analysis should be your as-is procedure for that process but this can depend on the software you used.

It should also identify any needed improvements.

What was your objective for doing the SIPOC process analysis?

Please upload an example so we can see why SIPOC process analysis did not fulfill that objective for you.

Cheers,

John
 

Jim Wynne

Staff member
Admin
#3
Hi everyone

Doing several process maps in several process by using SIPOC.
After maps were done, I don´t clearly see the benefits of mapping.

I include in the sketches Suppliers, Inputs Processes, Outputs and customers.

I fed all data, and after mapped, don´t know how to "read" the SIPOC.

Are there some methods, or special ways to analyze the SIPOCS?, so that we can "discover" why process are running wrong, additionally
how to analyze at the same time several processes and finding
the elements which are causing problems.

I read on the net that can be useful before a project starts and can be detected the points in problems.

Or SIPOC are used just to document the processes?

Thanks for your feedback
"SIPOC" is a typical Six Sigma over-complication of a useful concept. Add in the "S" and the "C" adds nothing of value, unless a person is unaware of the existence of suppliers and customers. Input-Process-Output should be all you need, if that.
 

Marc

Fully vaccinated are you?
Staff member
Admin
#4
A quick Bump from 8 years ago. Short and 'sweet'. I agree with @Jim Wynne 's post above which I put into my file about 20 years ago.
 
#5
I am using the SIPOC every times when figuring out the relationship between the supplier and the internal/external customer processes.
Some times it can be used together with 5 why analysis and fish bones diagram to identify the potential root cause of an issue.

It is depended to us on how to plan the study for the investigate whether we need to drill down to the specific small process that causes the problem. However, I found this is a good tool helping my to analysis in a standard/systematic flow to look at during the study.
 

John Predmore

Trusted Information Resource
#6
If you take 10 minutes and write down what is obvious to you in a SIPOC, then I agree, there is little value [to you] in that exercise. Maybe a visual aid is useful to explain your business to a new employee or a visitor. Maybe a diagram can help organize your thoughts better. The same could be said about many of the basic quality tools, if you don't go past what you already know, the tool provides little value for the effort.

The true value of SIPOC is not the lists (which come out of your mind and are previously known to you), but seeing the connections and requirements that were potentially not apparent, and seeing the flow of information and "value" (which is hidden except to a trained eye), and seeing the gaps in your understanding and recognizing what is missing, which is absolutely not visible until you see it for the first time.

I think the real power of these simple diagram tools is when it enables human minds to see past the obvious and discover previously-unrealized factors you would otherwise not identify or recognize sequences or relationships you would otherwise not uncover.
 
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