SIPOC

It was in use at least as early as the total quality management programs of the late 1980s{{efn| The SIPOC is a simplification of a tool that author and quality guru, Philip Crosby called a Process Model. The Process Model had additional parts, but the center of the process model was in fact a SIPOC. For example, compare the steps in preparing a SIPOC with the "Xerox Quality Improvement Process" presented in {{cite book | last1 = Kearns | first1 = David T. | author-link1 = David T. Kearns | last2 = Nadler | first2 = David A. | author-link2=David A. Nadler| year = 1992 | chapter = Appendix 7 | title = Prophets in the Dark: How Xerox Reinvented Itself and Beat Back the Japanese | url = https://books.google.com/books?id=XIa2AAAAIAAJ | location = New York | publisher = HarperCollins | page = 318 | isbn = 9780887305641 | oclc = 25283632}}}} and continues to be used today in Six Sigma, lean manufacturing, and business process management.

To emphasize putting the needs of the customer foremost, the tool is sometimes called COPIS and the process information is filled out in reverse order by starting with the customer and working upstream to the supplier.

The SIPOC is often presented at the outset of process improvement efforts such as kaizen events or during the "define" phase of the DMAIC process.{{cite web | url = http://www.discover6sigma.org/post/2007/06/sipoc/ | title = SIPOC |date=June 2007 | first = Sanjaya Kumar | last = Saxena | location = Noida, India | accessdate = 2012-07-03}}{{cite web | url = https://www.isixsigma.com/tools-templates/sipoc-copis/sipoc-diagram/ | title = SIPOC DIAGRAM | date = 26 February 2010| first = Kerri| last = Simon| location = | accessdate = 2020-03-07}} It has three typical uses depending on the audience:

• To give people who are unfamiliar with a process a high-level overview
• To reacquaint people whose familiarity with a process has faded or become out-of-date due to process changes
• To help people in defining a new process

Several aspects of the SIPOC that may not be readily apparent are:

• Suppliers and customers may be internal or external to the organization that performs the process.
• Inputs and outputs may be materials, services, or information.
• The focus is on capturing the set of inputs and outputs rather than the individual steps in the process.{{efn|The capture of individual process steps in detail is the focus of business process mapping.}}

To create a SIPOC diagram, one must first map the overall process in a few steps. Then one must identify process outputs, who will receive them, and what the necessary inputs and suppliers are for each process. The final step is to share the diagram with the stakeholders to evaluate and verify the results. {{cite web | url = http://www.isixsigma.com/tools-templates/sipoc-copis/sipoc-diagram/ | title = SIPOC Diagram | first = Kerri | last = Simon | date = 26 February 2010 | publisher = iSixSigma | location = Ridgefield, Connecticut | accessdate = 2019-09-21}}

• Input–process–output (IPO) model
• 5 whys
• Value stream mapping
• IDEF, a functional modelling language

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• [https://www.managementstudyguide.com/sipoc-methodology.htm SIPOC Methodology]

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Category:Business intelligence terms

Category:Quality control tools

Category:Supply chain management

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