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National Guard
Black Belt Training
Module 12
High-Level Process Map
SIPOC
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CPI Roadmap – Define
8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
ACTIVITIES TOOLS
• Identify Problem •Project Charter
• Validate Problem Statement •Project Selection Tools
• Establish Strategic Alignment •Value Stream Map
• Gather Voice of the Customer & Business •Various Financial Analysis
• Create Goal Statement •Effective Meeting Skills
• Validate Business Case •Stakeholder Analysis
• Determine Project Scope •Communication Plan
• Select and Launch Team •SIPOC Map
• Develop Project Timeline •High-Level Process Map
• Create Communication Plan •Project Management Tools
• Prepare High-Level Process Map / SIPOC •VOC and Kano Analysis
• Complete Define Tollgate •RACI and Quad Charts
•Strategic Alignment
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO 2
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Learning Objectives
Understand and illustrate the process at a high level
to make sure everyone agrees on project scope
Identify key suppliers, inputs, process steps, outputs
and customers
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Exercise: What is a Process?
Input ACTIVITY Output
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Why Map The Process?
Visualize the Process
Identify what to measure Identify Suppliers/Inputs
Identify where to measure Identify Customers/Outputs
Identify gaps between strategic Identify process handoffs
focus and actual process Identify decision points & branches
Charter development Value Added/Non-Value Added
Identify projects – strategically analysis
assign BB/MBB Identify where/when defects occur
Identify project/process focus Identify lead time problems and
areas WIP
Process mapping tools may be the most widely effective
set of improvement tools in our CPI toolbox!
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Process Mapping
SIPOC Sets the scope of the
Value-Steam map
Process Map Outline Value Stream Map
• Top-down
• Swim-lane
• Detailed
Specialized Maps
• Input/Output Analysis
• Time/Value Analysis
• Defect Fall-Out Not all tools
• Spaghetti Diagram are needed for
every project!
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High-Level SIPOC Chart
Supplier-Input-Process-Output-Customer (SIPOC) Chart
Suppliers – Significant internal/external suppliers to the
process
Inputs – Significant inputs to the process i.e. material,
forms, information, etc.
Process – One block representing the entire process
Outputs – Significant outputs to internal/external
customers
Customers – Significant internal/external customers to the
process
The best place to start mapping/analyzing the process
A SIPOC helps to identify the process outputs and the customers
to capture Voice of the Customer
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How To Create A SIPOC
Label the process
Place first and last step in process
Summarize process in 3-6 steps
Brainstorm and prioritize customers
For critical few customer groups - brainstorm and
prioritize significant outputs
Later verify by VOC tools
Designate as CTQ, CTS, CTC (Critical to Quality, Speed,
Cost)
Brainstorm and prioritize significant inputs
Identify suppliers for those inputs
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Developing a SIPOC
5 What do we need to consume?
1 What is the Process?
Process Name ________________
Suppliers Inputs Process Outputs Customers
6 • Billing Dept. staff Delivered invoice
• Customer Billing Process
Who 3 2
database
Supplies • Shipping How do we What do they Who’s the
it? information 4 Customer?
produce it? get?
• Order information
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Label Process
Suppliers Inputs Process Outputs Customer
Hiring Process
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Brainstorm and Prioritize Customers
Suppliers Inputs Process Outputs Customer
Hiring Process Manager
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Brainstorm and Prioritize Outputs
Suppliers Inputs Process Outputs Customer
Hiring Process New person Manager
in place and
productive
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Identify Inputs
Suppliers Inputs Process Outputs Customer
Hiring Hiring Process New person Manager
Request in place and
productive
Candidate
Pool
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Identify Suppliers
Suppliers Inputs Process Outputs Customer
Manager Hiring Hiring Process New person Manager
Request in place and
Society productive
Candidate
Pool
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SIPOC Example
Suppliers Inputs Process Outputs Customer
Army DD Form 172 CAC Army
Submit
Civilian - name Paperwork Civilian
or - SS # or
Soldier - status Soldier
- branch of service Validate CAC
- pay grade Information
- etc.
Prepare CAC
Receive CAC
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Exercise: SIPOC Practice Example
S I P O C
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COPIS Approach is Best
C Step 1
Determine the boundaries (start and stop) of the process
Customer Identify the Customers
List the primary customers who receive outputs.
O Step 2 Identify the Outputs of the Process
Outputs
List the major Outputs of the process.
P Step 3 Map out the Process
Process Map the four rofive steps that describe the process at a very high level.
I Step 4 Identify the Inputs
Inputs List the major Inputsto the process.
S Step 5 Identify the Suppliers
Suppliers List the Suppliers who provide those inputs to the process.
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SIPOC Example – Vehicle Inspection
Suppliers Inputs Process Outputs Customer
Tank Automotive Start
Inspect Deficiency
Automotive Tank Purchase Field Agency
Vehicles List (DL)
Command Description (ATPD)
Final
Record Recorded
BAE Inspection BAE
Defects Defects
Record (FIR)
Rework DD250
Field Agency Vehicle Inspection TACOM
Vehicles
Re-inspect
Defect Codes Vehicles
Acceptance Stop
Project
Focus
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SIPOC Example – Duty Free Entry Process
Suppliers Inputs Process Outputs Customers
DOD Procuring DOD Contract DFE War Material Military Services
Activities Foreign Supplier Entitlement Major End Items Military Depots
DFE Entitlement Clause Requested
Finished Product
Completed Entitlement
Also CO/ACO (DLA/Depots) Request
DOD Contracting DOD Contract Entitlement Completed Entitlement DOD Procuring Activities
Officers (ACO) Contract review Approved Request Contractors
Entitlement approval
Entitlement disapproval
DFE etool
Contractors Foreign source raw material Import Shipment Military Services/Depots
Material
Import shipment Receipt DOD Procuring Activities
Imported
Duty ($) DFE Certificate DOD Contracting
Entitlement request Duty ($) Officers
DFE etool
DOD Contract
Customs Brokers Raw Material Certificate Import Shipment Contractors
Entitlement request Requested DFE Certificate
Certificate request DFE Denial
Duty ($)
DCMA Customs Certificate request DFE Certificate Military Services/Depots
DOD contract DFE Denial DOD Procuring Activities
Certificate
Entitlement request Issued Customs Brokers/US
Customs & Border
Protection/ US Census
Bureau
Measurable Y: Cycle time to process Duty Free Entry requests
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Developing Process Metrics using a SIPOC
Suppliers Inputs Process Outputs Customers
Billing Process
• Billing Dept. staff • Delivered
• Customer invoice
database
• Shipping
information
• Order information
Input Metrics (X) Process Metrics (X) Output Metrics (Y)
• Accuracy of order info. • Rework % at each step • Invoice accuracy 7
• Accuracy of shipping info. • Internal scrap %
• Accuracy of customer info.
• Staff expertise
Quality
• System up-time • Time to receive order info. • Invoice cycle time
• Time to complete invoice
• System responsiveness Speed
• Time to deliver invoice
• Delay time between steps
• # of billing staff • Cost/invoice
• Cost/hr for billing staff Cost
8 What’s the Goal?
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SIPOC Practice Example
S I P O C
Coffee Insert
Store Maker/ filter
Filters
Add
Coffee/
Store coffee
Scoop
grounds
Water/ Pour in
Utility
Faucet water What are some
Turn on
good input (X)
Utility Electricity coffee and output (Y)
maker metrics?
Store Cup Pour
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Leading and Lagging Measures
Leading measures tell the need to adjust process before the fact
Evaluate inputs and adjust downstream process to reflect results
of evaluation
The Input and Process metrics from SIPOC (X’s) are leading measures for
process performance
Lagging Measures inform about process performance and the
need for adjustment after the fact
Some close lagging measures are able to give immediate feedback to the
process
Evaluate results of process step and feed information upstream
Some long lagging measures take so long to give feedback that decision-
making is not timely and not well defined – great likelihood of providing
inconsistent service
The Output Metrics from the SIPOC map (Y’s) are lagging measures for
process performance
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SIPOC Uses
Process Mapping Value Stream Mapping
For broader For deeper analysis
understanding
To determine Project Scope
To identify Key Output (Y’s)
To identify Process & Input (X’s)
To identify Variables/Metrics Y = f(X)
To develop Cause & Effect Matrix
(focus project scope)
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Charter and Timeline
Team Members
Name Role Affiliation DACI
Black Belt Driver
Master Black Belt Driver
Take away
Project Sponsor Approver
message goes
Process Owner Approver
here
Project Charter (impact of
Problem problem)
Statement:
Business Case:
Project Timeline
Goal Statement:
Phase Start Stop Status
Unit: Define mm/dd/yy mm/dd/yy
Defect: Measure mm/dd/yy mm/dd/yy
Customer Analyze mm/dd/yy mm/dd/yy
Specifications:
Improve mm/dd/yy mm/dd/yy
Process Start:
Control mm/dd/yy mm/dd/yy
Process Stop:
Scope:
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High-Level Process Map (SIPOC) Template
Suppliers Inputs Process Outputs Customers
Measurable Y:
Required Deliverable
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Exercise: Create a SIPOC
Break into 3-4 person teams
Using the GGA Budget Dept exercise, create a SIPOC
by doing the following:
Define the start and finish points for the chosen
process
List several Customer Groups
For 1 or 2 Customer Groups, list the top customer
requirements and their associated output(s)
Cite 1 or 2 suppliers and their associated input(s)
Prepare to present to the class
Time: 20 minutes
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SIPOC and Requirements Exercise
Break into small teams
Using the GGA Budget simulation, create a Project
Charter and SIPOC
Prepare to present to the class
30 minutes
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What other comments or questions
do you have?
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