Startrek or SIPOC? (#34)

We have split the article about the “Six Sigma Root Cause Analysis” into a four-part series. The SIPOC Diagram is part one in this series. The other parts include:

Input (Variables) Map
Cause and Effect (C&E) Matrix
Failure Modes and Effects Analysis (FMEA)

SIPOC(R) stands for Supplier Input Process Output Customer Requirement. The SIPOC Diagram is among the most significant utensils during a Lean/Six Sigma Project. It will aid in the team’s understanding of whether they have placed their focus in the right place as well as identifying their Customers and their requirements.

This diagram assists in splitting our processes between External Inputs, Suppliers, Process Steps, Outputs, Customers, and Requirements. It helps us step back and visualize the entirety of the process.

Example SIPOC(R) Diagram:
Image result for sipoc(r) diagram


Mowing the yard is a good example that can help us understand the SIPOC(R) diagram and how it functions. The Process Scope is the box. External Inputs are everything that goes into the Process to make the Process function.
Think about the Scope of mowing the yard. Think about how you sit on the mower; it’s running ready to go. What does the process need from this point to make it function?
  • ·         A person to run the lawnmower
  • ·         The lawnmower
  • ·         Education on how the mower functions
  • ·         Good weather to run the lawnmower


Your Lean/Six Sigma Project focus should be on the “P” of your SIPOC(R). We need to fully comprehend the External Inputs to be able to determine which one (or more) has a powerful impact on the Process Output. If we do not direct attention towards those Inputs, the improvements we try to make may not have the necessary effect on the Process Output. A main facet of the SIPOC(R) is to provide aid to the team to help them figure out if they have proper project focus.

SIPOC(R) Steps:
Step 1
Create the name of the process by using adjectives or verbs only; I.E. “PBJ Process.”
Step 2
Determine which process steps are considered “High Level.” It will be these “High Level” steps that your Lean/Six Sigma Project will be focused on. You should have 12 steps or less. The step description should also be named by using adjectives or verbs only. Do so by explaining how the process operates; I.E. “setup, apply PB, apply Jelly, final assembly.”
Step 3
Create the Outputs section. This section should have three or more Outputs. The Outputs section will be an important tool during the Six Sigma Root Cause Analysis. The description needs to use nouns and only in a neutral sense; I.E. “taste” instead of “good taste” or “bad taste.”
Step 4
Define the Customers. Who benefits from a successful process? Would anyone be bothered if the process does not work the way it is supposed to?
Step 5
Define the requirements. What does the customer need? What are the requirements for each Output? I.E. the “On-Time” Output Requirement for the PBJ Process example should be noon +/- 10 minutes.
Step 6
Define the Processes External Inputs. These are the Inputs necessary to help the process function. Regarding the Process the Six Sigma Project is concerned with, these inputs lie outside of that scope.
Step 7
Define who is suppling all Inputs. Only the suppliers who influence the output’s variation need to be listed; I.E. if there is a variation in the sandwiches taste the companies that supply the peanut butter and jelly need to be listed.

After you complete your SIPOC(R) and develop the proper Scope of the Process Project, you can move on to creating your Input (Variables) Map. 



About Six Sigma Development Solutions, Inc.
We are Certified as an Accredited Training Organization with the International Association of Six Sigma Certification (IASSC)
“The IASSC Accredited Training Organization (ATO) designation validates Six Sigma Development Solutions, Inc. has demonstrated adequate management systems, courseware with a high degree of correlation to the subject matter contained in the IASSC Bodies of Knowledge, delivery schema consistent with such content and highly qualified instructors.”
We Provide Public Lean Six Sigma Green Belt and Lean Six Sigma Black Belt Certification Training Courses in 34 Cities across the globe.
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We Provide Onsite Lean Six Sigma Certification Training. Some of the training's we provide are: Lean Six Sigma Black Belt, Lean Six Sigma Green Belt, Lean Six Sigma Yellow Belt, Lean Six Sigma Champions Training and Lean Certifications for Healthcare, Finance, I.T, Manufacturing, Processing, Logistics, Retail Sales and Government.
SSDSI will come to your site to train for your choice of the Lean Six Sigma Certification Levels. Onsite training is more cost effective than open enrollment training when training larger groups of team members.
Benefits of Onsite Training:
The Training is focused on Your Opportunities
SSDSI uses your opportunities in class (vs. generic examples)
You will get the experience of a seasoned Lean and Six Sigma Master Black Belt who will help mentor you while completing your Lean and Six Sigma Project
You can train up to 20 employees for one fixed cost (this cost includes course ware and the instructors travel & lodging)
Our courses are full of games, simulations, and active learning to help the adult learner
SSDSI can customize the training to meet your company’s particular training needs
Call Kevin Clay at 214-731-3176 or email at kclay@sixsigmadsi.com for more information

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