ABB Basic Quality Tools Series

SIPOC
Document the top level process steps in any process
for a product or service.

© ABB Group 9AKK105151D0121

15 July 2010, Slide 1
 SIPOC - Content
What is it for?
• SIPOC = Supplier – Input – Process – Output – Customer
• The SIPOC process map is a useful process mapping tool for giving S I P O C

a clear top level overview of any process to be improved Suppliers Inputs Process Outputs Customers

• Visually documenting the sequence of events required to produce a

specific outcome.
• It gathers important details about the start and end of a process
5 - 7 major steps
Start End
Where could I use it?
• To document and standardize the outline process.
• SIPOC is useful for understanding what process outputs need to be
tracked in Q1 – Measure

How do I use it?

• Identify the output generated by the process.
• Map the top level 5-7 stages of the process only
• Record / Brainstorm Inputs, Outputs, Customers and Suppliers for
each stage.
• Verify accuracy of map with individuals involved in the process.
Risks and how to avoid them

Example

© ABB Group 9AKK105151D0121

15 July 2010, Slide 2
 SIPOC - What is it for?
Uses of this tool:
• SIPOC is used to create a visual diagram of the sequential flow of process steps with clearly defined
Inputs, Outputs, Suppliers and Customers.
• It gathers important details about the start and end of the process.
• SIPOC is a building block to create an overview Process Map to clarify the process scope. Later it
can be used as a basis for a more detailed process map.

Expected Benefits:
• A clear overview of the top level stages of the process, with identified inputs, outputs, suppliers and
customers is identified and agreed to by the improvement team. This promotes a consistent
understanding of the process to be investigated.
• Gives clarity on the scope of the process to be investigated at an early stage in the project.

© ABB Group 9AKK105151D0121

15 July 2010, Slide 3
 SIPOC - Where could I use it?
Background: Uses:
• The start of an improvement project requires • Document the top level process steps for a high
common understanding of process scope and level view of the process.
boundaries, which may not exist.
• Understand the sequence of actions taken in a
• Where multiple stakeholders are involved, process.
there may be variations in how the process
• Understand and communicate the Inputs,
and project scope is viewed.
Outputs, Customers and Suppliers of the overall
• SIPOC process maps give a high level view process and its 4 to 7 major steps.
of the process steps as well as defining key
• Use as a starting point for agreeing boundaries
factors – inputs, outputs, customers and
and scope of an improvement project.
suppliers.

© ABB Group 9AKK105151D0121

15 July 2010, Slide 4
 SIPOC - How do I use it?
Procedure and Guidance Notes:
• Identify the start and finish of the process. Be very specific about where the SIPOC
Define the
(process) starts and ends. This should tie in
process with the project scope.
boundaries

• Keep activities at a top level – perhaps 5 to 7 steps or key activities Steps can be recorded with Post Its or by using
Identify the key • Steps can be recorded with Post Its or by using a spreadsheet a spreadsheet
process steps

• Understand the outputs and customers for each step. Information that you record in this step will be
Identify Key
• Brainstorm outputs and customers used to create the diagram that represents the
Outputs and process to be improved, so take care to fully
• If you have a lot of outputs and customers, focus on the key/critical
Customers ones. understand each step.

• Brainstorm inputs and suppliers

Identify Key
• If you have a lot of inputs and suppliers, focus on the key/critical ones.
Inputs and
Suppliers
• Inputs can be of these types: Helps to understand where variation can come
• Controllable (C) from
Assign Input types
• Procedural (P)
• Noise (N)

• Discuss the map with personnel involved in the process.

Verify the map • The SIPOC is often used at the start of an improvement project to
and scope define the scope of process being reviewed. Use it to verify
understanding with the team and Sponsor

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15 July 2010, Slide 5
 SIPOC- Risks and how to avoid them
Risks :
• Too much detail can confuse and eliminate impact of clear
simple process map.
• Process boundaries (start and end points) are not clearly
understood and defined.
• Customers and Suppliers are not relevant for each of the
process steps in turn.
• Map does not portray the actual current situation.
• Steps and factors are not correctly identified, leading to
wrong conclusions.
Steps to avoid them :
• Only show the 4 to 7 top level process steps in the
SIPOC. Be careful about the level of detail.
• Decide in the beginning the start and end points of the
process .
• Consider Suppliers and Customers for each step.
Remember customers can be internal as well as
external
• Involve personnel who are performing the work in the
creation and verification of the SIPOC map.
• Ensure the SIPOC shows a balance of all factors –
Inputs, Outputs, Customers and Suppliers for each
process step.

© ABB Group 9AKK105151D0121

15 July 2010, Slide 6
 SIPOC – Example

S I P O C
Suppliers Inputs Process Outputs Customers

End Customer Signed copy of C Sale order number Project

the Purchase Manager and
order from Project
Order Indent
customer execution
team
Full Cost Model
Procedure for P
order booking
process Customer order Order backlog
booking projection

Major process steps

Create sale order/ Create order indent Carry-out costing Transfer the Order
Start Project definition & Full Cost Model Of Each line item
Seek FCM
with all documents to End
approval
in SAP (FCM) in the Sale order execution team
© ABB Group 9AKK105151D0121
15 July 2010, Slide 7