the essential quality tools series with jack b....
TRANSCRIPT
The Essential Quality Tools Series
with Jack B. ReVelle, Ph.D.
“SIPOC: An Introduction”
About Dr. Jack B. ReVelle:
• A Consulting Statistician for
ReVelle Solutions, LLC
• Author / Editor of: Quality Essentials: A Reference
Guide From A to Z
Home Builder’s Guide to
Continuous Improvement
Quantitative Methods for
Managerial Decisions
Manufacturing Handbook
of Best Practices
The QFD Handbook
• B.S. Chemical Engineering
• Ph.D. Industrial Engineering
& Management
•ASQ Fellow
• IIE Fellow
• IAE Fellow
• 2012 ASQ Shainin Medalist
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SIPOC: An Introduction
• There are a broad variety of specialized tools available to quality practitioners to assist in attaining continuous improvement of their processes, products, & services
• This clinic explores an increasingly popular quality tool that was developed to provide help in understanding every relevant aspect of process inputs, process outputs, as well as the work activity itself
• So let’s examine the unique tool known as SIPOC (pronounced SY’-PAHK)
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SIPOC: Q & A - 1
Q: What does SIPOC stand for?
A: SIPOC is an acronym for Supplier, Input, Process, Output, & Customer
Q: Why is SIPOC important?
A: A SIPOC diagram is a quality tool used by process improvement teams to identify the relevant elements of a process improvement activity before the work activity actually begins
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SIPOC: Q & A - 2
Q: When & why is SIPOC used?
A: It is typically used during the Define phase of
the 6σ DMAIC methodology & is similar to
Process Mapping. It helps to more fully define
a complex process that has not been previously
well-scoped
Q: What is a process?
A: A process is a series of sequentially-oriented,
repeatable operations (tasks / activities) having
both a beginning & an end & which
generates either a product or a service5
SIPOC: Q & A - 3
Q: What is process analysis?
A: Process analysis is a detailed examination of every facet of a process, including the suppliers & their inputs to the work activity, the work activity itself, as well as the customers & the outputs they receive from the work activity.
Process analysis also includes a detailed examination of both quality requirements & performance metrics for both the inputs & outputs of the work activity
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SIPOC: Q & A - 4
Q: What is the purpose of a SIPOC process analysis?
A: The primary reason is to expand process stakeholders’ understanding of the entire process – beginning with the suppliers & concluding with the customers.
This includes the critical linkages between quality requirements & performance metrics of both inputs & outputs & how the voice of the customer (VOC) drives the process
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SIPOC: Step-by-Step
• The following graphic depicts the entire
SIPOC process. Each step in the process is
identified in red
• Each of the nine steps are examined in detail
• Following the SIPOC process analysis, two
examples are introduced to assist in gaining
further understanding
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SIPOC: Template
Work
Activity
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SIPOC: Step No. 1-Work Activity - 1
1. Fully define the work activity:
a. What product or service is created?
b. What value-added characteristic(s) are
provided?
c. What non-value-added characteristic(s)
are introduced? Are they really neededor can they be eliminated?
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SIPOC: Step No. 1-Work Activity - 2
1. Fully define the work activity:
d. Q: Recalling the importance of the
Ishikawa / Fishbone / Cause & Effect
Diagram, which of the 5Ms & an E are
required to fully define & then conduct
the work activity?
A: All of them (Men & Women,
Material, Machine, Method,
Measurement, & Environment)
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SIPOC: Template
Outputs
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SIPOC: Step No. 2
2. Describe all the outputs of the work activity:
a. What are the tangible products & the intangible services?
b. How are the products / services related to specific Kano Model customer expectations, (MUSTS / dissatisfiers), demands (WANTS / satisfiers), & wishes (WOWS / delighters & exciters)?
c. What are the production rates for each category of output? What are the quality levels for each?
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SIPOC: Template
Customers
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SIPOC: Step No. 3
3. Identify the customers of the work activity i.e., those who receive & / or use the process output:
a. Are the customers external, internal, or both?
b. Where are the customers located relative to the work activity?
c. What are the specific customers’ expectations, demands, and wishes?
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SIPOC: Template
Quality
Requirements
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SIPOC: Step No. 4
4. Describe quality requirements associated with outputs of the work activity:
a. What are the sources of the quality requirements?
b. Are the quality requirements expressed in terms customers can understand?
c. Are the quality requirements subject to change according to the expectations, demands, & wishes of various different customers?
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SIPOC: Template
Performance
Metrics
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SIPOC: Step No. 5 - 1
5. List the performance metrics used to evaluate quality requirements of the outputs:
a. Are the metrics expressed as ratios, e.g., defects per unit, defects per million defect opportunities, process capability index, process performance index, or a Six Sigma quality level index?
b. How often are the output performance metrics evaluated for trend information?
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SIPOC: Step No. 5 - 2
5. List the performance metrics used to evaluate quality requirements of the outputs:
c. What feedback is provided by customers regarding the quality of the process outputs? How often? What communication channels are available to make it easier for customers to provide feedback about the quality of the process outputs?
d. What comprehensive benchmarking sources are used for comparison to feedback received directly from customers?
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SIPOC: Template
Inputs
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SIPOC: Step No. 6
6. Describe all inputs to the work activity:
a. Which inputs are sourced from outside / inside the organization?
b. Which inputs are products & which are services?
c. Do any of the inputs have shelf lives that must be observed?
d. If there are process inputs with shelf lives, has a mechanism been established to insure that those inputs which have exceeded their shelf lives are not used in the work process?
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SIPOC: Template
Suppliers
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SIPOC: Step No. 7 - 1
7. List the suppliers to the work activity, i.e., providers of process inputs:
a. Are suppliers external, internal, or both?
b. Where are the suppliers located relative to the work activity? Consider geography, delivery times, proximity, transportation modes, etc. What happens to deliveries in the event of emergencies? [Think about the triple catastrophies that occurred on the east coast of Japan on 03-11-11: An 8.9 magnitude earthquake, followed by a devastating tsunami, & then the destruction of Fukushima Daiichi nuclear power station]
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SIPOC: Step No. 7 - 2
7. List the suppliers to the work activity, i.e.,
providers of process inputs:
c. Are the external suppliers certified?
By whom? How often?
d. Are the suppliers expected to provide
statistical control charts, box & whisker
charts, etc., if appropriate? When,
relative to the provision of the inputs,
are the charts required?
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SIPOC: Template
Quality
Requirements
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SIPOC: Step No. 8 - 1
8. Describe quality requirements associated with inputs to the work activity:
a. What are the sources of the quality requirements, e.g., federal, state, or local governments, international or national standards, organizational contracts, etc?
b. Are the quality requirements subject to periodic modification? Why? How often?
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SIPOC: Step No. 8 - 2
8. Describe quality requirements associated
with inputs to the work activity:
c. Are the quality requirements stated in
very specific, but user-friendly terms?
d. Are the quality requirements sufficiently
demanding to insure virtual perfection
(6σ) of the work activity inputs?
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SIPOC: Template
Performance
Metrics
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SIPOC: Step No. 9 - 1
9. List the performance metrics used to evaluate quality requirements of inputs:
a. Are the metrics expressed as ratios, e.g., defects per unit, defects per million defect opportunities, process capability index, process performance index, or a 6σ quality level index?
b. How often are the input performance
metrics evaluated for trend information?
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SIPOC: Step No. 9 - 2
9. List the performance metrics used to
evaluate quality requirements of inputs:
c. What feedback is provided to suppliers
regarding the quality of their process
inputs? How often? In what format?
d. Are suppliers expected to respond to
negative feedback? How soon? In what
format? Are expected disposition plans
required?
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SIPOC: Example No. 1
Fictitious Car Dealer
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SIPOC: Example No. 2
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SIPOC: In Summary
• Our examination of SIPOC is now complete
• We’ve discussed the basics of SIPOC & surveyed a couple of examples
• Just like every other quality technique or tool, the more you employ SIPOC, the more proficient you’ll become
• Now it’s time to give SIPOC a try on one or more of your critical processes
• Good luck
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Doctor ReVelle is in and he prescribes Lean Six Sigma for what ails your organization 35
Lean
6σ
To learn more…
About Dr. Jack B. ReVelle:• Contact him at:
www.ReVelleSolutions.com
• Check out his Quality Essentials,
item H1216 at
www.asq.org/quality-press/
About the topic: • Go to ASQ’s Learn About Quality area
www.asq.org/learn-about-quality/
• Search ASQ’s Knowledge Center @
www.asq.org/knowledge-center/search/
Quality Tools
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