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SIPOC

Tim McMahon

The First Picture of Your Process

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Tim McMahon~20 years experience in process improvement roles

Telecom, Aerospace & Defense, Automotive, Medical Device, Oil & Gas

Author

A Lean Journey Blog

The Lean Handbook

Professional Associations

AME Regional Board

ASQ Influential Voices

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Legrand

Global

+$5B (2016)

Publicly traded (LGRVF)

>36,000 employees

>90 countries

North & Central America

Largest Division

$1.75B (2016)

>3,300 employees

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Transforming Spaces Where People Live & Work

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Legrand North & Central America

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LEGRAND HAS A LEADING POSITION IN EVERY NORTH AMERICAN

MARKET WE TARGET.

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Technical FurnitureA/V Racks,

Cabinets & Power

Data

Communications

Network

Infrastructure

Wire & Cable

Management

Electrical

Lighting Controls

Shade Control

Lighting

Workplace Solutions

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Racks & Cabinets Poke-thru

Lighting ControlsWire & Cable

Management

Floor BoxesAV Solutions

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Automated

Controls

Home

Networks

Wiring

Devices Intercom

Lighting &

Controls

Home

Theater

Shade

Control

Residential Solutions

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SwitchesWall Plates

Custom Home ControlsShade Solutions

Outdoor Power

Solutions

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Wiremold Journey

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20001955 1991 19991900

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Kaizen – Change for the Better

If you fail to plan, you plan to fail!

Don’t Seek Perfection!

Try-storming: don’t just think about it, TRY IT!

A good plan executed NOW is better than a perfect plan executed LATER!

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What is a SIPOC ?

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50,000 Feet View

10,000 Feet View

1,000 Feet View

SIPOC

Process

Map

Standard

Work

ProcessSupplier Input Output Customer

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Why SIPOC?SIPOC helps your team:

• Define process boundaries (starting and ending points)

• Identify data collection opportunities

• Clarify who are the true customers of the process

Gets everyone on the same page

To identify likely sources of performance problems

Precursor to continuous improvement activities10

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How to Create a SIPOC?

Where to start???

Always start with the process!

Remember:

• Keep it high level.

• Don’t do it alone.

• Define – Discuss – Decide – Document – Do Something With It!

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What is a Process?

A process is a series of activities that transform a set of inputs into a specific set of outputs.

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Input Output

A series of steps or tasks that change or

transform the inputs.

Use 7M’s:

•Man

•Material

•Method

•Machine

•Measurement

•Mother Nature

•Management

Products

Goods

Services

Consequences

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Process

Process

• High level process map with no more than 7 steps

• Define activities of how you convert your inputs to outputs.

• Use a Verb + Noun format for process steps.

• Be very clear about where the process starts and ends

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Step 4

Step 3

Step 1

Step 5

Step 2

Input

Boundary

Output

Boundary

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Process

Output

• Not just the product or service, can include paperwork, approvals, data, etc.

• If you have a lot of outputs, focus on the critical ones.

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Output

Step 4

Step 3

Step 1

Step 5

Step 2

Services

Products

Reports

Metrics

Raw Data

Paperwork

Approvals

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Process

Customer

• Customers are the people who benefit from your process.

• May not be the person who’ll eventually receives product or service.

• Every output should have at least one customer.

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Output Customer

Step 4

Step 3

Step 1

Step 5

Step 2

Services

Products

Reports

Metrics

Raw Data

Paperwork

Approvals

External

End users

Internal

Vendors

Management

Downstream

Process

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Process

Input

• What resources to you need to perform this process?

• Inputs can include materials, people, machines, IT systems, information, or anything else necessary for the process to run.

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Input Output Customer

Step 4

Step 3

Step 1

Step 5

Step 2

Services

Products

Reports

Metrics

Raw Data

Paperwork

Approvals

External

End users

Internal

Vendors

Management

Downstream

Process

People

Data

Parts

Requirements

Raw material

Machines

IT Systems

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Process

Supplier

• Who provides the inputs that are needed to make the process work?

• Internal and external?

• Information?17

Supplier Input Output Customer

Step 4

Step 3

Step 1

Step 5

Step 2

Services

Products

Reports

Metrics

Raw Data

Paperwork

Approvals

External

End users

Internal

Vendors

Management

Downstream

Process

People

Data

Parts

Requirements

Raw material

Machines

IT Systems

Internal

External

Vendors

IT System

Upstream

Process

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Questions to Help with SIPOC

From the Output/Customer End:

• Why does this process exist?

• What products, services or

outcomes does this process

produce?

• How does this process end?

• Who uses the outputs or

experiences the results from this

process?

From the Input/Supplier End:

• Where do items or information

come from?

• What effect do the inputs have on

the process and on the outcome?

• How does this process start?

• What major steps happen to

convert inputs into outputs?

• What people or resources perform

those steps?

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Other Things of Note

• Document any parking lot activities.

• Document any IT systems.

• Reach a consensus before moving on to the next step.

• Make the Invisible – Visible.

• Define and document roles and responsibilities relative to your process.

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RACI – Responsibility Assignment Matrix

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Responsible

•Who is/will be doing this task?

•Who is assigned to work on this task?

Accountable

•Who has the ultimate ownership of this task?

•Who has the authority to take decision?

Consulted

•Anyone who can tell me more about this task?

•Any stakeholder already identified?

Informed

•Anyone whose work depends on this task?

•Who has to be kept updated about the progress?

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Let’s Try One

Grab a sheet of paper.

Create SIPOC framework.

What process shall we pick?

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ProcessSupplier Input Output Customer

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SIPOC Diagram – Toast Kaizen

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ProcessSupplier Input Output Customer

Butter/Jam Bread

Toast Bread

Take Order

Deliver Toast

Get Ingredients

Toasted Bread Hungry PersonBread (type, qty)

Butter

Jam

Toaster

Knife

Plate

Customer Order

Grocery Store

Hardware Store

Utility Co.

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Summary

• A SIPOC diagram quickly and easily captures current process.

• Brings associates together in non-threatening way that builds teamwork.

• Establishes consensus and boundaries before moving forward.

• It’s a precursor for kaizens or more detailed maps.

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Thank you.Questions welcomed.

Tim McMahon

Lean Champion

Legrand

Wiremold

Timothy.McMahon@Legrand.us

860-469-5326