Lean Six Sigma For Dummies. Martin Brenig-Jones

all the inputs that go into the process.Include order forms and information, materials, criteria, and so forth. As shown in Figure 3-5, you could use arrows to show which inputs relate to which process steps.

      3 Identify where all the different inputs come from.Under S for Suppliers, list the sources of all of your inputs. Again, use arrows to clarify who’s supplying what. Remember that some of your customers might be suppliers, as they may be providing an input such as a request or an order.

      4 List all the outputs that come from the process.As well as the “main” outputs (like the products produced by your process), there may be others, such as records created, documents filed, and waste to be disposed of. At this stage (remember we are dealing with “warts and all” here), there may also be some undesirable outputs like rework or scrap.

      5 List all of the customers who receive outputs.Include both internal and external customers, such as, for example, managers who receive reports or information. Consider third parties such as regulatory bodies, where relevant. Drawing arrows showing who receives which outputs can be helpful.

      © Martin Brenig-Jones and Jo Dowdall

      FIGURE 3-5: Building up the SIPOC model.

      SIPOCs provide a helpful checklist, identifying who your customers are and the outputs that go to them. They highlight areas where greater clarity is needed, especially in relation to requirements and outputs. They also help you focus on what needs to be measured, like, for example, how well are you delivering the outputs to your customers, and how well are your suppliers meeting your requirements of them? (Measurement is covered in more detail in Chapters 7 and 8, with Chapter 8 focusing on how you present your data and understand your results.)

Creating a SIPOC process map provides an opportunity to begin thinking about the various elements involved in your process, whether you have all the information you need and if segmenting your customers is necessary.

      Segmenting customers

      In developing your SIPOC process map, you need to identify your customers and the outputs that go to them. Possibly, you classify or segment your customers in some way, for example by size or geographical location.

      Think carefully about these different customer segments. Do they actually have different CTQs? Will the process outputs be the same for each segment, or will these vary to some degree?

      We look at segmentation in a little more detail in Chapter 4, but ensure your SIPOC map and the thinking that accompanies it takes appropriate account of your different customer segments.