SIPOC or COPIS

My last blog reviewed project charters and the part in helping plan the direction of your project.  The article also discussed some of the typical issues I have observed with charters.  Now it’s time to review probably my favorite tool in the Lean Six Sigma tool box.  The SIPOC, or as some prefer, the COPIS.

SIPOC is an acronym for Suppliers, Inputs, Process, Outputs, and Customers. The SIPOC helps a team document:

• Who supplies the process inputs?
• What are the process inputs?
• What does the high level process look like?
• What are the outputs of the process?
• Who are the customers of the process?

A well-developed SIPOC can assist the team in:

• Identifying the most critical elements of the process, providing focus.  We can’t solve world hunger all at once.  Let’s start where the most obvious pain is observed.
• Validating project scope.  Are the elements documented in the SIPOC related to the desired project goal?  Lack of alignment will most likely lead to failure.  Ensure the project goal can be impacted by the process being investigated.
• Providing a high level overview of the process to others unfamiliar with the process.  This is necessary especially with typical continuous improvement projects where a portion of the team does not work with the process on a daily basis.

How to Develop a SIPOC

1. Work as a team. The team should have members who operate the process plus others familiar with the process suppliers and customers. 
2. Use pen, paper, markers, flipcharts, post-it notes, to ensure that technology issues do not hinder the team in completing the SIPOC.  This only works if you can have the whole team located in the same location.  If you have a virtual team, you will most likely need to create the SIPOC online.  The main point here is do not worry about “making pretty” the SIPOC.  Worry about formatting, spelling errors, etc… later.  Use the team’s time wisely by focusing on the substance of the SIPOC.
3. Map the process at a very high level.  Usually 4 to 7 steps is appropriate.  One excellent consultant I worked with recommended the “Goldilocks” approach.  Not too few, not too many, but just the right amount of steps to provide a high level overview of the process.
4. Identify the outputs.  What results from the activity in this process?
5. Identify the customers.   Who receive the outputs from the process?
6. Identify all of the inputs.  What material or information is needed to operate the process?
7. Identify the suppliers.  Who supplies the inputs to the process?

SIPOC Variation

Many recommend that when creating a SIPOC it is best not to align inputs and outputs with the high level process steps.  This may be best practice, but I often find it beneficial to work with the team to align the inputs and outputs with the individual process steps they are consumed or created.  I use this alignment as an input to another tool for helping narrow down potential areas of focus.  This can be especially useful when initial process data is unavailable.  I’ll explain this tool, the “Matrix” at a later date.

What best practices do you use when creating a SIPOC/COPIS?