Running Head: SIPOC and Process Improvement

SIPOC and Process Improvement

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SIPOC and Process Improvement

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Introduction

In statistical thinking for business improvement, one of the key models used to enable
businesses realize continuous improvement is the Suppliers, Inputs, Process, Outputs,
Customers (SIPOC) model (Gould, 2002). As the name suggests the model involves mapping
the different stakeholders in a business process, that is, customers and suppliers and the
inputs into the process and the expected output in order to identify performance gaps and
carry out corrective actions (John, Whitaker, Johnson, & John, 2006). The model enables the
management of a business to define the scope of work for their work teams and identify
performance gaps between what the different stakeholders expect in the process. The map
causes a uniformity of purpose and how the different the individuals involved in the process
view the process. Secondly, the diagram will enable the management and other stakeholders
to address any performance gaps thereby improving the performance of the organization
(Hoerl, & Snee, 2002).
Case Analysis
In the provided scenario, Ben Davies, an assistant pharmacist, having taken a course
in statistical thinking for business improvement recently, is engaged by his superior to
improve the process of prescription dispensing in the Health Maintenance Organization he
works for and takes the challenge. First he considers developing a process map about
prescription filling process for HMOs pharmacy as sketched above. The plan will enable him
to record existing processes, examine them thoroughly and develop improvements by
eliminating unnecessary tasks within the process. Juan having explained to him how there is a
disagreement between the doctors, pharmacist and the assistant pharmacist his aim is to
clarify roles within the process. The flow chart above tries to show the participants who take
part to ensure a patient receives an appropriate prescription. But the recent complaints
become necessary to reconsider the whole cycle even the doctors so that real cause can be

SIPOC and Process Improvement

defined since all parties are pointing fingers at each other for failing to efficiently play his
role. Pharmacist are believed to be in the wrong by doctors maybe due to poor handwriting
from doctors but need to involve all in the system becomes necessary when solving a
problem (Gould, 2002). Often the ongoing finger-pointing does not seem to be a solution to
the company.
HMO SIPOC Diagram

Doctor
Patient

Assistant Pharmacist

Pharmacist

A simple process map for HMOs pharmacy

Ben Davis also suggests a SIPOC model based on the developed process map will
involve those who work in and around the process in serving patients. He believes that
inaccurate prescription does not only emerge only from the pharmacist but could also be as a
result from mistakes committed by the doctor or even the customer, patient. And to define the
cause of the problem it is worth defining the roles of the players involved. Those who do the
supply of medication input to HMOs pharmacy, the process being followed in the system
that includes doctors, pharmacists, assistant pharmacists and the whole players of the
pharmacy. The customers of the HMOs pharmacy also are included as there might be other
causes arising part from prescription. Ben Davies realizes that variation do exist in almost all

SIPOC and Process Improvement

processes in HMOs pharmacy. The doctors pharmacist data entry clerks all produce
different types of change which can be classified as a common cause or special cause
variations. When a doctor gives a medication by mistake it falls into a special cause variation
problem. But a common error by pharmacist when doing entries becomes a common cause
variation
Ben Davies considers analyzing and correcting the problem of inaccurate
prescriptions within the pharmacy by using tools such as carrying out interviews,
questionnaires, tracer studies and census studies. This will help him identify the cause of the
problem since seeking data from all participating parties will shade light on what the problem
of inadequate prescription arises from. Collecting data from complaining customers will give
detailed information that shows what drugs they claim to be inaccurately prescribed and from
there he can help juan get to the process and quickly correct the mistake. Data also from the
doctors will show the kind of prescriptions they ordered the pharmacist to administer.
Pharmacist too should have a copy of what they were instructed to and the same to the
assistant pharmacist so that communication can be swift between all those involved in the
process since each party will know his role.
Finally, dealing with an inaccurate drug prescription in HMOs pharmacy can be
handled in a variety of ways. It should be realized that mistakes being raised by clients does
not necessarily emerge from the pharmacy department alone but can also be a result of errors
by all involved players such as doctors. To counter the problem, I will recommend that the
doctor giving the prescription ensure that accuracy is upheld and correct drugs administered
after proper tests have been done in the laboratory to affirm the sickness of the patient. Also
proper data entry be maintained at each level for easy reference incase of repeated
occurrences. However, in cases where drugs can be administered without tests, good records
should be kept for easy follow up if a patient will complain after medication.

SIPOC and Process Improvement

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Conclusion

A SIPOC model or diagram is an important tool in the analysis of the processes of

businesses processes regardless of type of business or the nature of their operations. It
enables the processes to be broken down into different parts, namely suppliers, inputs,
processes, outputs and customers, which is basically a breakdown of the business process
from when the process starts from a supplier of inputs into an organizations process, the
process itself, the outputs and finally, the customers of the process who use the outputs of the
process. By its nature, it is a comprehensive breakdown of the process thereby enabling a
detailed analysis of the same at the different stages and thereby addressing any discrepancies
or shortcomings or performance gaps in the process thereby taking corrective actions geared
continuous improvement of the process, productivity and the overall performance of an
organization.

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References

Gould, R. (2002). Statistical Thinking: Improving Business Performance. The

American Statistician, 56(2), 157-157. doi:10.1198/tas.2002.s135
Hoerl, R., & Snee, R. (2002). Statistical thinking. Pacific Grove, CA: DuxburyThomson Learning.
John, J., Whitaker, D., Johnson, D., & John, J. (2006). Statistical thinking in business.
Boca Raton: Chapman & Hall/CRC.