SIPOC

SIPOC comes from English supplier-input-process-product-

client and can be very helpful for obtaining a common understanding of the
process. It is a way of mapping the processes of a company,
activity, product, etc. The goal is SIPOC to identify the flow:
supplier, the process and the customers, showing in its analysis of the
reality process.

Fernández (2006) comments that the SIPOC is one of the tools

more suitable to adequately define the problem of a process that
its objective is to identify the project limits, that is, that the
suppliers and customers of the process under study, and also that
main 'inputs' to process and the relationship of the most important features
critics to the clients of 'generated outputs'.

Simon (2001) describes the SIPOC diagram as a tool

used for equipment to identify all relevant elements of a
process improvement project before work begins.
Reminders the name of the show tool that the team must
consider the suppliers (the 'S' in SIPOC) of your process, the inputs
(the 'I') for the process, the process ('P') that your team is improving
Outputs ("O") of the process, and Customers ("C").

He said that the SIPOC tool is particularly useful when it is not clear:
who offers contributions to the process, that the specifications are
they place in contributions, which are the real clients of the process,
What are the customer requirements?

It has the following advantages:

Deployment of interfunctional activities in a diagram

simple
It is a 'panoramic view' to which details can be added.
It is a framework applicable to all organizations.

Its purpose is to identify the essential workflows and sources of

variation in work over time.
[Link]

When you enter the world of Six Sigma or Lean Six Sigma, you start to
to meet different types of tools that will help you
to solve specific problems that arise during the
development of your project. One of these Six Sigma tools is the
SIPOC, SIPOC is an acronym for the English words of
Supplier, Input, Process, Output, Customer as in the following figure:

WHAT IS SIPOC USED FOR

The SIPOC helps us with two things:

It provides us with a macro view of the flow of the process or product and
their interrelationships within the business.
2. The SIPOC defines the boundaries of the process, the starting and ending points.

of the process that needs improvement.

How can we develop a SIPOC?

As our goal is to define a high-level view of the process

As it is, we must include our multifunctional team in the
development of the SIPOC.

As a first step, the team must agree on the points.

from the beginning and end of the process. Understanding the business can help us in

this process.
2. Working from back to front, list the Customers. Identify the CTQ.
Critical To Quality of each customer (precise, on time, simple, and so on) and the
Primary output (e.g. Loans, calls, inquiries, or whatever it may be)
that the client receives from the process.

3. With the C and O of the SIPOC defined, using brainstorming techniques,

The team must outline between 5 and 7 steps of the Process that result from
the outputs. The processes typically begin with a verb.

4. Once the team has agreed on the steps of

process, now we can identify the critical Inputs that
affect the quality of the process.

5. The last step is to list all the Suppliers that

they provide inputs to the process.
6. In the end, the SIPOC has to be validated by walking through it.
In the figure below, we can see the example of a SIPOC that focuses on
in the reduction of the loan approval time

MEASURES TO APPLY THE SIPOC DIAGRAM

Simón (2001) points out some measures to apply the SIPOC diagram.
easily

• Create an area that allows for later additions to the equipment for
SIPOC diagram;

Start the process;

Identify the productions of this process;

Identify the customers who will receive the product of this process.

Identify the necessary contributions for the process to work

correctly.

Identify the suppliers of the required contributions.

for the process.

Optional: Identify the main requirements of the customers.

Talk to the project owners and other people involved to

your verification.

According to the author (Simón, 2001), in some cases, it can be added to the
customer needs at the end of the SIPOC for more details.
The obstacle to process improvement is measurement. An effective practice.
what I always use to define process metrics is to start with the
Supplier - Input - Process - Output - Customer (SIPOC) diagram of
process and define metrics for inputs (I), the process (P) and the
results (O). If you measure the results and the inputs, you will be able to

correctly evaluate the satisfaction of the customers of this process and

"see" the causes and effects of processing activities. Before
To establish concrete metrics, you must think about what criteria you will use.
In my practice, I most often use the following:

Linking to the needs and expectations of the customer

(the one who will use the results of this process).

Seek to gather measurable, objective information.

Traceability between data and analysis results.

Establishing clear criteria makes the team confident that the

metrics will objectively indicate if the process delivers the
necessary results. The three types of metrics:

1. Metrics of the results (the O) The most direct thing is to ask you
how the client will evaluate these results, what is important for
him. For example, one of the results of the testing process is the
 test plan. The client is the testing team. This first
needs to know what testing environment to prepare and for
when and then what tests should be run. From this
the customer values:
Obtain timely information about the testing environment
what must be prepared
Obtain clearly specified evidence.
2. Process metrics (the P) The metrics of the activities of
they tell you how well the process performs at certain points
critical points or milestones within the process. They allow you to evaluate effectiveness

with what the process works. These metrics sustain the process
under control. Returning to the example of the testing process,
knowing the customer's needs you could define the
following metrics for this:
Delivery time for the testing environment specification
Quality of the test specifications (clarity of the
test cases, coverage of the product requirements by
test cases, prioritization of tests, etc.
3 Input Metrics (the I) Input metrics provide you
they help to evaluate how well (to what extent) the suppliers
of the entries (the S) meet your requirements from the perspective
of this process.
Let's go back to the testing process. You are the one who must develop the
test plan. In this, you depend on the provider of
requirements and functional analysis I delivered these products on time
so that you can satisfy your client. So what you could
to measure is:
How many times do you receive the requirements specifications and
from functional analysis in time
The delay time in deliveries that you receive late
The quality of these specifications Depending on the context,
you can have different metrics of the process for different
customers and suppliers of it.

Determine the necessary metrics It is much better to have few metrics

significant that many ineffective.
The traps you can fall into when measuring processes are the
next:

You measure too many things

You spend a lot of time and effort measuring

You measure the wrong thing

To determine the necessary metrics, you must follow the next two steps.
steps only:

1. Brainstorm metrics

2. Identificar las métricas más importantes.

The first step is very clear: you gather ideas for potential metrics.
For the second step, identify what the metrics are.

Of results, critically important for successful functioning

of the process

Of processes that have the greatest impact on customer satisfaction

Of inputs that have the most impact on process performance.

To do this, you will help go back to the SIPOC diagram of the process, identify the
critical points or milestones in the process and choose the metrics that
they contribute more to achieving the desired performance of the process. And by

Finally, when you have the metrics well defined, check the checklist of the
quality of the measurement system to ensure that they fit well in
the complete MA system.

Your practical notes:

Define the metrics of a process based on its SIPOC diagram.

Define métricas de resultados, de proceso y de entradas

Establish the metrics that best facilitate the achievement of needs.

of the client and the performance of the process

See your MA system summarized on 1 page

 If you implement the CMMI model, these practices will help you to
implement GP2.8 and the Measurement and Analysis process area.

SIPOC Objective

The purpose of presenting SIPOC to you is to convey its usefulness.

simple tools that can help you apply common sense in the
execution of a project. Often, and especially at the beginning of
experimenting with 6 Sigma, we have the temptation to launch into using
more advanced tools without being very clear if they will really
to be useful. SIPOC can help us. A 6 Sigma project aims to
improve the result of a process that is key from the point of view
of the client, and therefore of the business. That result, let's call it 'Y' is the

consequence of:

1.- The quality of what we have introduced into the process (materials
cousins, external information, etc.)

2.- The quality of what we do in the process (the result of each

task by itself and its relationship with the others) Well, the tool
SIPOC helps us to graphically represent, at a macro level, the two
previous points.

SIPOC PROCESS:

Technique that relates the inputs, the suppliers, the subprocesses, the
stages or activities of the process, the outputs and the clients to see the
process as a whole and its relationships with other processes.

SUGGESTIONS FOR MAPPING PROCESSES

Involve people who know (Focus on) The 'How is'
Clarify the Limits of the Process Define Stages (Brainstorming) -
Write on Post-Its
To Use Verbs
Do Not Include Who in the Description of Stages
• Combine, Remove Duplicates, Clarify Stages Organize the Stages
in the appropriate flow and add arrows
Respect the Limits
Do not start with A SOLUTION TO A PROBLEM
Validate and Refine before Analyzing

RECOMMENDED TOOLS FOR MANAGEMENT BY

PROCESSES
Process mapping

STEP 1: Create the high-level process map. In this step

a diagram is created where you will place all the steps of the
process without being too detailed as if you were watching the process
at 10,000 feet high. You must consider the opinion and experience
of the people involved. I recommend gathering the people and
diagram the process with them until covering all activities.
In the end, it should look like the following diagram.

Many people create the SIPOC Diagram without this step, but I tell you

I recommend in order to achieve a global perspective of the process.

STEP 2: Create SIPOC. Having the process map diagram,

the next thing to do is that each activity of the map of
process is placed in the Process area column of the SIPOC
As you can see in the following diagram (green column).
The next step is to determine if it has inputs, suppliers, outputs.
 and clients. So first let's see what each one means
these

Inputs: we can define inputs as everything that refers to

resources, personnel, and information needed to achieve each step
of the process.

Outputs: it is the product or service resulting from each activity

Clients: these are the ones who receive the product or service, which
They can be internal or external.

Suppliers: this is the provider of the inputs for the process before
mentioned.
SIPOC Diagram used to identify variables and find the cause
root

While it is true that after completing the SIPOC you will be in a position to see the
process in detail and you will be in a position to find possible
disconnections that can improve your current process as well
there is something you must know that is very important. In Kaizen philosophy or

Six Sigma projects must determine the variables that make the
process does not work or has a lot of variation. Therefore, if you find
You can start reviewing which of those variables has the most impact on.
the process.

Considering the importance of the variables for Kaizen or 6 Sigma you

I recommend the Sipoc diagram as a tool that allows us to
identify them. If you create a list with all the entries to the process, you will be
seeing that these may be the possible variables. For example, let's say
that we have a laundry and our goal is to improve the time of
washing process, the inputs are the softener, detergent, water,
electricity, washing machine, and staff. Once we have the list
we ask ourselves the required questions to make the
inputs become variables of our problem in this way:
Cantidad de detergente, cantidad de agua, consumo de electricidad, tipo
of washing machine, staff knowledge, staff quantity.
Developing the variables in this way, Kaizen and 6 Sigma us
drives us to analyze if the variable is the most significant and impacts us in the
washing process time. To determine if it is significant you can
conduct analyses and respective tests and thus determine which one is
the optimal condition of the variable to improve washing time.
b) Cause Effect Matrix

The cause-effect diagram, also known as the Ishikawa diagram, is

a diagram that shows the probable causes that are causing a
problem (Escalante 2003:46).
According to what is described by Gómez, Villar, and Tejero, the diagram of
Ishikawa should be used for (2003:193):
Identify key characteristics and parameters.
Identify the different causes that affect a problem
Understanding of a problem by the work group
The cause-effect diagram is linked to one or more factors (6 Ms) and that
they participate in the entire production process (Escalante 2003:46):

Methods: they are the procedures that are carried out in the process
productive.
Labor: personnel who perform activities in the company.
Raw material: material necessary for the manufacture of the product.
Measurement: tools to estimate proper functioning
the processes
Environment: the conditions in the workplace.
Machinery and equipment: devices that allow for the production of
product.
Its elaboration is based on the process of generating ideas through
of brainstorming, which can be carried out as follows:
Each member of the work team must generate a
idea at every opportunity that corresponds in an orderly manner and
agile.
At the same time, a member of the work team must fulfill the role
as secretary, in order to jot down the ideas that are coming up
obtaining.
Once the brainstorming process has concluded, it should be
suppress repetitive ideas.
It is necessary to analyze whether the ideas obtained so far are
linked to the analyzed problem.
The ideas are organized in the Ishikawa diagram.

1. Note the
Requirements
Client Key Matrix of
Cause and Effect

Range of
Importance
From the Client
2 3 4 5 6 7 8 9 10 11 12 13 14 15
Outputs, Req.1
the CTQs
Entries
of the Process Total

1
2
3
4
5
6 2. Classify
7
requirements
Matrix of in order of
This data is taken from
Rango Flowchart of the Process
Importance 10 9 8
alClient
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Outputs or

Entrance
del Tota

1
2
3
4
5
6
7
8

Different departments should participate, for example:

Marketing, Product Development, marketing.
 Matrix of
Cause and Effect
3. To note
entries Range of
Importance
key the Client
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Outputs or CTQs

Entries
of the Process Total

1 Assembly A
Operation B
3 Ensemble C
4 Ensemble D
5 Ensemble E
6 Final Exam
7
8
9
10

The inputs of the Process follow the Flow Diagram step by step.

Matrix of
Cause and Effect

4. Relate Range of
Importance 10 9 8
the Tickets to the Client

1 2 3 4 5 6 7 8 9 10 11 12 13 14
with the Outputs or CTQs
requirements
Entries
of the Process
Total

1 Assembly of A 10 10 9
2 Operation B 9 10 9
3 C Assembly 10 6 8
4 Ensemble of D 6 7 6
5 Assembly of E 4 8 7
6 Final Exam 4 0 8
7
8
9
10
11
12
13
14
15

Make a subjective estimate of how much the variables influence

entry in the requirements or CTQ outputs
 Matrix of
Cause and Effect 5. Multiply
and identify
Range of priority
Importance
to the Client
10 9 8
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Outputs or CTQs

Entries
of the Process Total

1 Ensemble A 10 10 9
9 10x10+9x10+8x9 = 262 262
2 Operation B 9 10 252
3 Assembly C 10 6 8 218
4 Assembly D 6 7 6 171
5 Assembly E 4 8 7 168
6 Final Exam 4 0 8 104
7
8
9
10
11
12
13
C)
14
15 Diagram
Tabulated Pareto (Key Inputs)
The Pareto diagram is a tool used to be able to
identify what is vital in the subject of study. This concept is
also known as the 80-20 rule. According to Krajewski, this rule is
interpret it this way: 80% of some activity is caused
for 20% of the factors that compose it (2008: pp 162 - 164). In
In other words, there are a few elements that interpret the majority.
of the effects of an activity. It is important to identify those few
elements that have the greatest influence on the process, system, task,
etc.
To create a Pareto diagram, the following steps must be followed.
(Pyzdek 2003: 259):
Determinar la clasificación (las categorías )
Select a time interval for the analysis. The interval must
be large enough to be representative.
Determine the total occurrences by each category. Additionally, there
you must calculate the total of all occurrences.
Calculate the percentage of each category by dividing the total by
occurrences by category relative to the total occurrences.
Sort in descending order by number of occurrences.
Calculate the accumulated percentage by adding the percentage of each
category.
Make a chart that has two vertical axes. On the left axis,
they represent the occurrences and in law the accumulated percentage.
The evaluation categories will be arranged on the horizontal axis.
The categories that are closest to the left side will be
those that represent the highest accumulated percentage.
KPIVs to control (KEY INPUT VARIABLES OF
PROCESS): they are identified for their control and assurance because they are
related to KPOV's KEY OUTPUT VARIABLES of
PROCESS, related to CTQs or critical quality characteristics
Control Plans
FMEA: if the process capability study + FMEA is applied, it is revealed
where are the areas for improvement
Plan de Mejoramiento
Example - Pareto of key operations
Cause and Effect
Ready for the
Matrix Pareto
Range of
Sorting the
Importance
the client
10 9 8
numbers
1 2 3 4 5 6 7 8 9 10 11 12 13 14 resulting in
Outputs or CTQs
note that:
Entries
of the Process Total
The ensemble A,
Operation B and
1 Assembly A
10 10 9 262 C Assembly
Operation B9 10
3Ensemble C 10
9 252
5 Assembly D 6
6
7
8
6
218
171
are important.
10 Ensemble E 4 8 7 168
9 Final Exam 4 0 8 104
Now they are being evaluated
11
13 the plans of
15
12
remote control for you
14
4
key variables
7
8
(KPIV’s)
6

d) Role of Management
Top management must be committed to the effective implementation of
the quality systems and demonstrate it. The best way to manage,
participating and demonstrating commitment is dedicating time to the System of
Quality and leading the efforts for the implementation of the system of the
quality in the function where each individual is responsible.
It is necessary to analyze whether the ideas obtained so far are
linked to the analyzed problem.
The ideas are organized in the Ishikawa diagram.

Range of
Importance
From the Client
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Total

1
2
3
4
5
6
7

Rango
Importance
alClient
4 5 6 7 8 9 10 11 12 13 14 15
Outputs or

Entrance
del Tota

1
2
3
4
5
6
7
8
f) Responsibilities of Management
Establish and maintain the Quality Objectives and Policy
Promote the Objectives and the Quality Policy in the organization
Ensure attention to customer requirements
Ensure the implementation of appropriate processes to facilitate the
compliance with Quality Objectives and requirements of the
clients
Establish an effective and efficient QMS and maintain it
Ensure the availability of resources
Periodically inspect the Quality System
Make decisions regarding actions related to the Objectives and the
Quality Policy
Make decisions for the improvement of the Quality System

g) Policy and Quality Objectives

The quality policy and quality objectives are established for
provide a reference point to guide the organization. Both
determine the desired results and help the organization to apply
its resources to achieve these results. The quality policy
provides a framework for setting and reviewing objectives
of quality, the quality objectives must be consistent with the
quality policy and the commitment to continuous improvement and its achievement must

to be measured. Achieving quality objectives can have a

positive impact on product quality, operational efficiency and the
financial performance and consequently on satisfaction.
The quality policy is the general guidelines and objectives of a
organizations concerning quality, formally expressed by the
the highest level of the organization must be consistent with the global policy
of the organization and provide a framework for the
establishment of quality objectives.

h) The Documentation
The documentation contributes to:

a) achieve conformity with customer requirements and improvement of the

quality
b) provide the appropriate training;
c) repeatability and traceability;
d) provide objective evidence, and
e) evaluate the effectiveness and continuous appropriateness of the management system

the quality.
The preparation of documentation should not be an end in itself,
but it should be an activity that adds value.
For this, it is necessary to DOCUMENT WHAT IS DONE
(JUSTIFIABLY), DO WHAT YOU WROTE AND PROVE IT.
Types of documents:
•Documentos que definen el propósito y la dirección de una organización
(policies and objectives).
Documents that provide information about the SGC of the
organization (quality manuals).
Documents that describe how the SGC applies to projects or
specific contracts (quality plans).
Documents that provide information related to activities
specific (procedures).
Documents that provide objective evidence of the activities
carried out or the results obtained (records).
What to include in the quality system documentation
Documented statements of policy and quality objectives
A quality manual
The 6 documented procedures required by the standard
document control
control of the records
internal audits
control of non-conforming products
corrective actions
preventive actions
Necessary documents to ensure planning, operation and
process control
Records to provide evidence of compliance with the
requirements as well as the effective operation of the QMS.

Hierarchical levels of documentation:

j) Document Control
Approve the documents before their issuance
Review them, update them, and reapprove them when necessary.
• Ensure the review status. Changes are identified.
Ensure that the relevant versions are available where they are used.
Ensure that they are easily identifiable and legible.
Ensure that external source documents are identified and
controls its distribution.
• Prevent the use of obsolete documents and identify them
adequately if they are maintained for any reason.

k) The Procedures
They are organized by 'natural' processes
They say: Who - How - When - Where - Why
They can be multi- or single-department.
Available at the point of use.
They are made to be fulfilled.
They must be modified whenever necessary.
A written procedure:
COMMUNICATE: HOW THINGS SHOULD BE DONE
EVITA: IMPROVISATION AND MEMORIZATION
SYSTEMATIZE: THE EXECUTION OF ACTIVITIES
The procedures interest:
Readers/ users: instruction/ knowledge
directors: improvement of control/consistency
•clientes: confianza en la calidad.
regulators: compliance with legislation
•auditores: a. Interna/ certificación
They must include:

1. Objective: purpose of the procedure

2. Scope: limits of application
3. References: other documents that support it and/or
complement.
4. Definitions: key concepts and terms, acronyms, abbreviations.
5. Responsibilities: those who are responsible for the approval,
implementation, execution.
6. Prerequisites: technical and organizational conditions to be met before
start the development actions (generally does not proceed for the
administrative procedures.
7. Development: logical, complete, and coherent description of the actions to
execute, contains requirements of the quality system (requirements, actions)
8. ANNEXES documents (tables, graphs, diagrams, models, etc)
necessary for the execution of the procedure or that are generated as
the result of it, each attachment that constitutes a record will be identified
as such.
l) WORK INSTRUCTIONS
They originate from the procedures.
They are "single position".

Available at the workplace.

They detail the activities precisely.
•DESCRIBEN: –Quién, –cómo, –cuándo, –con qué medios… se realizan
the activities

THE RECORDS
They must demonstrate that:

The activities are carried out as established.

The results are satisfactory.
If they are not, actions are taken to analyze the causes and
eliminate them.
Control of the records
They are kept to provide evidence of compliance with the
requirements, as well as the effective operation of the SGC

They must remain legible, easily identifiable, and recoverable.

Documented procedure to define the controls for:
the identification
storage
protection
the recovery
retention time
the disposition
Records required by the regulation
Reviews by Management.
Education, training, skills, and experience.
Evidence that the processes of realization and the resulting product
they meet the requirements.
Results of the review of product-related requirements and
from the actions originated by it.
Input elements for design and development.
Results of design and development reviews and any actions
necessary.
Results of the design and development verification and any action
necessary.
Results of the design and development validations and any action
necessary.
Resultados de las evaluaciones de los proveedores y de cualquier acción
necessary that it is derived from them.
The requirements set by the organization to demonstrate the validation of the
processes in which the resulting output elements cannot
to be verified through monitoring or measurement activities.
To register the unique product identification when traceability
it is a requirement.
Any client property that is lost, damaged, or in any way...
it is considered inadequate for its use.
When the patterns used for the calibration or verification of the equipment
There are no measures.
To assess the validity of the results of previous measurements when
it is detected that the team is not satisfied with the requirements.
Results of the calibration and verification of the measuring equipment.
Results of the Internal Audits.
Evidence of the product's compliance with the acceptance criteria and
indication of the persons who authorize the dispatch of the product.
Nature of product non-conformities and any action
taken later, including the concessions that have been
obtained.
Results of the corrective actions taken.
Results of the preventive actions taken.

m) DEVELOPMENT
1. QUALITY MANAGEMENT SYSTEMS

La ISO 9000:2000 define la Gestión de la Calidad como las actividades

coordinates to direct and control an organization in relation to the
quality.
In general, Quality Management can be defined as the aspect of
the overall management of the company that determines and implements the policy of

quality
With the aim of guiding the Company's activities to obtain and
maintain the level of quality of the product or service, in accordance with the
customer needs.
With the new paradigms, the concept of 'client' goes beyond the client.
external, of the end customer, which we traditionally identify as the one who
buy or pay for a product or service. Within the same company,
the recipient of a product or service, whether finished or semi-finished,
it can and should also be considered a client.
This same philosophy can be applied to the concept of 'provider'. Now
within the company, we can talk about a 'client-supplier' relationship
continues, where each recipient has specific needs and expectations,
as an "internal customer", which their "internal provider" must satisfy.
Client - Supplier Relationship:

The Quality Management System must be integrated into the

processes, procedures, work instructions, measurements and
controls, etc., of the company's own operations.
It is a management system to direct and control an organization with
regarding quality (ISO9000:2000), therefore, it is integrated into the
operations of the company or organization and serves to ensure its smooth
operation and control at all times.
It also provides tools for the implementation of actions for
prevention of defects or problems (action procedure)
preventive measures), as well as corrective actions for them. It also includes the

resources, human and material, and the responsibilities of the first,

everything organized properly to meet its objectives
functional.
WHY THE QUALITY MANAGEMENT SYSTEM?
The adoption of a quality management system arises from a
strategic decision of top management, motivated by intentions of
improve their performance, because they are developing an improvement system
continues to provide a clear and defined course of action for the staff on
specific aspects of the work; to obtain certification for a
third part of its management system, or due to environmental demands.

Advantages of the Quality Management System.

Some advantages that are obtained from the definition, development and
The implementation of a Quality Management System is:
From the external point of view:

• Strengthens the company's image in front of current customers and

potential by continuously improving their level of satisfaction. This
increases trust in client-supplier relationships by being a source of
generation of new revenue concepts.

Ensures quality in commercial relationships.

• Facilitates the export of products/services by ensuring

companies receiving compliance with quality requirements,
enabling penetration into new markets or the expansion of the
existing abroad.

From the internal point of view:

Improvement in the quality of products and services derived from processes

more efficient for different functions of the organization.

• Introduce the vision of quality in organizations: Promoting the

continuous improvement of internal and external operating structures and
Demanding certain levels of quality in management systems, products
and services.

Costs (costs of poor quality) decrease and revenues increase.

possibility of reaching new clients, larger orders from
current,
etc.)

RISKS OF THE QUALITY MANAGEMENT SYSTEM.

The implementation of quality management systems also has its
risks if not taken as an opportunity to improve a situation
dada.
The development of these systems provides detection elements
activities that generate non-quality, but if they are not used and developed
taking into account all the circumstances of the activity, they can be
generators of useless bureaucracy and unnecessary complications for the
activities.

• Not obtaining the commitment and collaboration of all those involved. It

They must communicate objectives and responsibilities.

Poor communication can lead to significant barriers in

the development of analysis and implementation of measures due to fears
unfounded.
.
THE STANDARDS OF THE ISO 9000 SERIES

What is ISO
ISO (the International Organization for Standardization) is a federation
worldwide national standardization bodies (organizations
members of ISO). The work of preparing the standards
internationally, it is usually carried out through technical committees
from ISO. Each interested member organization in a subject for which
a technical committee has been established, you have the right to be
represented in that committee. International organizations,
public and private, in coordination with ISO, also participate in the
work. ISO collaborates closely with the Electrotechnical Commission
International (IEC) in all areas of electrotechnical standardization.
The International Standards are published according to the rules.
established in Part 3 of the ISO/IEC Directives. The Projects of
International Standards (FDIS) adopted by the technical committees are
sent to the member bodies for voting. The publication as
International Standard requires approval by at least 75% of the
member organizations required to vote. The ISO 9000 Standards have been
prepared by the ISO Technical Committee ISO/TC 176, Quality Management and
Quality Assurance.
The ISO 9000 series
It is a practical and proven method to effectively manage quality.
is made up of a set of separate documents, but
related, which define international standards for systems
of quality management. These were developed with the goal of
documentar los elementos de un sistema de éste tipo en una
organization, in order to maintain a management system of the
effective quality. The series does not determine specific techniques or technologies.

what must to employ oneself.

The International Standards ISO 9001 and ISO 9004 form a pair
coherent standards on quality management. The ISO 9001 Standard
is aimed at ensuring product quality and increasing
customer satisfaction, while the ISO 9004 Standard has a
a broader perspective on quality management providing
guidelines on performance improvement.

According to H. James Harrington, 'The ISO 9000 series does not define the best'
quality management system, but it is an excellent starting point
departure and provides a solid foundation for its construction.
The ISO 9000 family of standards has been developed to assist
organizations, of all types and sizes, in the implementation and the
effective quality management system operations.
The ISO 9000 standard describes the fundamentals of systems of
quality management and specifies the terminology for systems of
management of the quality.
ISO 9001 specifies the requirements for systems of
quality management applicable to any organization that needs
demonstrate its ability to provide products that meet the
requirements of its clients and the regulations that are applicable to it and
Its objective is to increase customer satisfaction. - The ISO 9004 Standard
provides guidelines that consider both effectiveness and efficiency
of the quality management system. The objective of this standard is to
improvement of organizational performance and customer satisfaction
and from other stakeholders
ISO 19011 provides guidance on audits
quality management systems and environmental management.
All these regulations together form a coherent set of standards.
quality management systems that facilitate mutual understanding in the
national and international trade.

HOW TO APPLY SIPOC

There are two ways to apply SIPOC. The companies in question use
this first form. They apply SIPOC from left to right, that is
they start with the current process they are analyzing and then they make a
list of the suppliers of this process, the inputs of the process, the
outputs, to then conclude with the clients of the process. Is it incorrect or
No? We really can't say that it's wrong, because they are proposing something.
what is real. This is the process they have and this is the environment of
process.

However, this methodology does not allow them to comply with one of the
fundamental principles of quality that is the focus on satisfaction
of the client. By doing it this way, they are simply having a visualization of
through a high-level map of a process as it exists in the
moment. And...?

The second form is from right to left. It starts with the last.
lyrics: the client. A list of current internal and external clients of
process. Before entering the outputs, this must be determined for clients
What are your expectations of the process? Then we look for what are the
ideal outputs (and here is the big difference with the first)
methodology; difference in approach) that the process must have to
satisfy the previously defined expectations of the customers.
By doing so, they would also be defining once and for all the
critical characteristics for quality, the CTQ, that the product must have
what comes out of this process. Then to these IDEAL outputs must
break the normal way of thinking and be creative to see what should
to be the IDEAL process capable of producing these IDEAL outputs.

This seeks to identify what the IDEAL inputs should be for a

once transformed by that ideal process, they generate these ideal outputs
that meet the expectations of current customers. We conclude with
the search for IDEAL suppliers, that is, which suppliers in the
the market has these ideal inputs for our ideal process.

In this way, we first observe that the only current thing is the client and
your expectations while everyone else rises to what
it should be the perfect process and second it's like it's changing the
name of SIPOC to SIPOEC, where the E is for expectations. This
methodology allows us to define a horizon, towards which we must
focus our improvement efforts, with the final goal of the
ideal process. Just like the horizon towards which one walks and does not
never achieves, the ideal process bears its name IDEAL and probably
he will never reach it, but it remains the north of his improvement compass
continue.

Applying the SIPOC as SIPOEC and doing it from right to left

CEOPIS, it is evident that it must be the starting point of any
project or implementation of Six Sigma. It's the same as in lean
Manufacturing should not have a lean effort without starting with a VSM.
to diagnose the process and focus efforts on creating
flow. The benefit of the right-to-left methodology is the range
of

Tools that it opens up for both lean and six sigma for
continue the improvement studies. We mention a few: Tree
CTQ, coded process maps, FMEA, VSM, and kaizen events.
 CONCLUSIONS

The purpose of SIPOC is to ensure that the scope of an improvement

Define yourself appropriately, be understood and accepted · A purpose
Secondary is to evaluate the voice of the customer · Understand the role of SIPOC in

the definition of the scope · Identify who plays a role in the definition
of the scope · Being able to identify deficiencies surrounding a
process · Knowing how SIPOC directs action

To use the SIPOC model, it is easier to reorder the steps of the

same. First, identify the output or expected outcome of the process.
Most people find it easier to start by identifying
the output, or the final product or service that the process provides. The output and
The final point identified for the boundaries of the process must be the same.
 Well, the SIPOC tool helps us represent
Graphically, and at a macro level, two points
1.- The quality of what we have introduced into the process (materials
cousins, external information, etc.)

2.- The quality of what we do in the process (the result of each

task by itself and its relationship with the others

INTRODUCTION

All companies or organizations face adversities that

prevent or hinder them from achieving their goals; that is to say, 'they have

problems.” A good part of these problems are related to

the quality of the products or services offered by the company and they are the
that will be covered in this course.

However, not all companies or organizations know how to

overcoming those difficulties (that is, 'how to solve the problems'). To A
sometimes problems are solved intuitively, but
frequently problems become chronic and limit the
possibilities of success of the company. Consequently, a company
Those who have the ability to 'solve problems' will gain an advantage.
competitive about its competitors.
This paper presents a problem-solving technique.
based on simple and proven tools Sipoc complemented by
others (Management Instruments), which allow addressing issues further
abstract. These tools are designed to help solve
the daily improvement problems to operators and technicians. Without
However, these tools are not in themselves a magic ointment,
therefore, the following aspects must be kept in mind:

Every quality improvement process must have a firm commitment.

from the management and support of all levels of the company. From
At this moment, a difficult process begins, in which it is necessary to reconcile.
the obstacles imposed by daily life with the tasks inherent to the process
for improvement. If there is no prior agreement, the improvements are useless.
tools. On the contrary, using effective tools can
help achieve results before demoralization and the
adverse circumstances may outweigh good intentions.

It is important to highlight that the best tools are ineffective at

less than those managed by a prepared hand and directed by a brain
smart.

The use of these tools can be done individually,

however, most of them acquire their true dimension
when applied in groups.
 BOLIVARIAN REPUBLIC OF VENEZUELA.
MINISTRY OF PEOPLE'S POWER FOR EDUCATION
UNIVERSITY
IUTIRLA
COASTAL EXTENSION.
INDUSTRIAL RELATIONS.
HUMAN RESOURCES MANAGEMENT
 SIPOC

PROFESSOR: MEMBERS
Eladio Serrano Genexis Galvan C.I. 25.969.411
Gonzalez Elezandra C.I. 25.574.027
Sangronis Bertyelis C.I. 26.647.672
Council Brigitte C.I.

La Guaira, February 1, 2016

BIBLIOGRAPHY

ESCALANTE VASQUEZ, Edgardo. 2003 Six Sigma: methodology and

techniques. Mexico: Limusa.

ENEBRAL FERNÁNDEZ, José. (2006). For the competence in management

of the information. S.L.: S.N

GOMEZ, Fermin, José VILLAR and Miguel TEJERO. 2002 Six Sigma.
Madrid: Confemetal Foundation.
KRAJEWSKI, Lee, Larry RITZMAN, and Manoj MALHOTRA. 2008
Operations Management: Process and Value Chain. 8th Edition
Naucalpan de Juárez: Pearson.

PYZDEK, Thomas 2003 The Six Sigma Handbook. New York: McGraw
Hill.

SIMON, K. SIPOC Diagram, 2001. [[Link]/library

/content/[Link].

INDEX

Introduction.........................................................1

Sipoc

For what us it serves the

Sipoc..............................................4

What are the measures to apply the Sipoc Diagram...

5
Objective of the Sipoc
9

SIPOC Process……………………………………………………………………9

Suggestion in the mapping of the processes..........................9

Tools recommended for the managementby

processes..............10

What is the system of management

of the quality?
25

Advantage del system of management of the

quality..............................25

Risk of the quality management system..............................26

The ISO 9000 series standards...

27

SIPOC application form.................................................29

Conclusion………………………………………………………………………32

Recommendation..........................................................33

Bibliografía……………………………………………………………………...34

Annexes…………………………………………………………………………..35

RECOMMENDATIONS
It is recommended that the company's top management promote and get involved
in improvement projects. This can happen through assigning
resources, assign a responsible party or sponsor for the projects.

It is recommended to implement the training plan and conduct a review.

constant of the themes to update it according to the new needs
that the processes demand.

It is suggested to form groups made up of workers and supervisors that

meet and identify improvement opportunities for the process
planned.

These groups will address the problems that arise and will propose
improvements to the problem. For this, it is essential that it be taken into account the

recommendation in the section

It is suggested to raise awareness among collaborators on issues related to

cost of quality and its impact on the company.

The use of check sheets is recommended to exercise control.

about the suitable conditions for the laying and cutting process.

ANNEX