Définir les processus avec le SIPOC
Two years ago, GCC team started Green Belt training. This training took place over three weekends. Then, the Black Belt portion was given a few weeks later in January 2017. The first weekend of training focused on the basics of Lean Six Sigma and ways to properly define, analyze and measure a project.
One of the tools that has been presented is SIPOC. This is part of the defining phase of the Lean Six Sigma philosophy. It is in fact a high-level mapping of a process, a global image that allows a team to see their process in relation to all inputs, outputs, suppliers and customers. It also allows all members of the team to be on the same wavelength. It is a good starting point if you want to make changes to the current process or to completely redefine it. It identifies gaps such as inputs that are not received, outputs that customers receive when they don’t want them or process steps that are completed, but that do not bring any added value.
In addition, SIPOC is a good tool for communicating more easily with people who are unfamiliar with the process.
An example of SIPOC
Below, an example of SIPOC for the purchase of a new car. It should be noted that suppliers can be both inside and outside the organization. Inputs and outputs can be materials, services or information.