Project Identification

Lean Six Sigma is a powerful method for improving existing products, processes and services. One way to improve the deployment of lean Six Sigma is to improve how lean Six Sigma projects are identified and selected. The typical approach to lean Six Sigma project identification and selection is heavy on selection techniques but light on identification techniques.

A number of criteria can be used to select lean Six Sigma projects

1. A project should have identifiable process inputs and outputs.
2. A good project should never have a pre-determined solution. If you already know the answer, then just go fix it!
3. For projects that have operator or operator training as an input, focus on ways to reduce operator variation, thereby making your process more robust for different or untrained operators.
4. All projects need to be approached from the perspective of understanding the variation in process inputs, controlling them, and eliminating the defects.
5. There are two basic categories of projects, those with an external focus on improvement opportunities and those that have an internal focus on improving process efficiency.

External

The real focus of Lean Six Sigma is to provide near defect-free goods and services to the customer. To identify suitable projects, ask the following questions with the Voice of the Customer, Voice of the Market, and the Voice of the Process in mind.

1. How or where are we not meeting our customer expectations today? (in either our business or manufacturing processes)
2. What will our customers need in the future?
3. What do we need to do to make our customers successful?
4. What are the competitive threats?
5. What is the contingency plan to address a competitive threat?
6. Are our suppliers capable of providing the quality we need?
7. How is the market changing, are we ready to serve emerging market needs?
8. Do we have a clear and defined process to capture the Voice of the Customer?

Internal

Look for areas of trouble, frustration, or opportunities to improve. Talk to employees and management. Don’t just think about manufacturing process problems. Are the business processes working smoothly? Do you know where defects are hurting the business (billing, order entry, scheduling, etc.)? To find suitable projects, use the following:

1. Internal Defects
2. Efficiency/Capacity Issues
3. Other Plant Cost Drivers or Measurables
4. Material Utilisation
5. Understanding Process Variation
6. Maintenance
7. Efficiency/Capacity Issues

Project Selection

Project selection is a testimony to a leader’s role in successfully aligning the broad objectives of the organization with its long term strategies. A project selection committee or group can be formed to screen and select projects. It can include Champions, Master Black Belts, Black Belts, and important executive supporters.

The project selection committee sets the criteria to select the projects. The project selection criteria are framed on the basis of the key factors that define the business case and business need of an organization. After selecting the projects, the project selection committee matches the projects selected with teams assigned to execute them.

Project selection is the very first step in any Six Sigma initiative. The Six Sigma project type often dictates which Lean Six Sigma methodology you’re going to want to select to complete the project.

Key criteria for project selection

1. Impact to customer – When addressing the impact to customer, you need to ask if customers will stay with you or buy more of your products and services as a result.
2. Overall benefits – The overall benefits are where you use the tools for Voice of the Business, and Voice of the Customer, SIPOC diagramming, and other techniques to get at understanding the overall process and the overall benefits. You need to identify what are the benefits for everybody involved with this process.
3. Sponsorship – You need to have a motivated and engaged sponsor to provide top management to support executive oversight, provide resources, and a number of other factors in order to be successful.
4. Availability of data – Six Sigma is a data-based approach so it’s critical that you define and measure your entire process. If you have no data, you are unlikely to succeed. You may need to make data collection one of the key steps you could do before you can even charter the project properly.
5. Impact on quality – When you think about the quality impact on quality, are you able to reduce variation or improve the first-time quality?
6. Time line – The time that you spend on a project is another vital component. Usually you want to get something meaningful done inside of a few months to a year.
7. Resource availability – Do you have the right kinds of resources to support this project? Who needs to be involved? How much time do you need them to dedicate? Do you have the right funding to support success on this project? Are there several key things to consider around the steps in the process?

There are four step in the project selection process:

1. shortlist project opportunities
2. determine selection criteria for the project
3. prioritize project opportunities
4. select the best project opportunity

Benchmarking

In Six Sigma, benchmarking is a systematic method of measuring processes against those of recognized industry leaders. These comparisons are used to establish priorities and targets for process improvement. Six Sigma provides an objective analysis standard by using a single measure to compare process performance. The use of sigma levels as a benchmark metric is what drives consistency in assessing performance levels. Benchmarking is a simple but powerful change strategy. It applies objective measurement and a scientific method of analysis as a means to identify and discover methods that enhance the value of an organization’s products, services, or processes.

Benchmarking involves three major strata

1. measuring performance
2. determining the causes for achieving the measured level of performance
3. extracting elements of work practice that can be transferred to other organizations to improve their performance

The four basic steps of benchmarking are as follows:

1. understand your organization – Accurately assess your own organization, investigate the strengths and weaknesses of its internal processes, and then determine where improvement is needed.
2. identify industry leaders or competitors – Determine which organizations are the best of the best, regardless of sector or location, and to determine their best practices.
3. incorporate the best – Modify and adapt those best practices and incorporate them into your own operation.
4. surpass the competition – Refine quality improvement methods to surpass the performance of the competition.

Two basic types of benchmarking are

1. Strategic benchmarking focuses on business strategies and potential for success. It involves the entire operation of an organization and compares its performance in key areas with other organizations, usually in the same industry. It is mainly concerned with value creation through increasing market share.
2. Operational benchmarking focuses on functional operations. It involves the performance of discrete processes within an organization’s operations. It is mainly

Benchmarking is a process whereby an organization analyzes and evaluates the manner in which it performs functions and activities. It compares these processes either internally to other individuals and groups or externally to other companies. Based on such comparisons, the organization then identifies innovative ideas and better ways of doing things, incorporates these best practices to improve its operations and performance, and attempts to gain a competitive advantage. Benchmarking is a tool to search out, create, and achieve standards of excellence. It is not strictly competitive analysis; spying or stealing; plagiarism; subjective; easy and foolproof; or a remedy for all ills.

The Six Sigma team’s approach to benchmarking depends on both the source and the scope of what is being measured. The source of benchmarking data is either internal, comparing groups within an organization, or external, comparing peers and competitors in the marketplace.

Internal benchmarking is used to identify the best in-house practices and to disseminate these practices throughout the organization. Internal benchmarking methodologies measure the value of a project, or functional department, and compare it to what other projects or departments contribute. Internal benchmarking is easy to implement, solidifies self-knowledge, has a low risk of failure, and requires fewer resources.

External benchmarking provides opportunities for the Six Sigma team to gather knowledge from leading edge competitors and market peers. The external organizations selected for benchmarking may be very similar, or may be independent of contextual factors other than the specific best practice studied. External benchmarking involves a heavier investment in time and resources to ensure information and data is accurate and credible, but it also results in greater reward. External benchmarking helps organizations understand their competitive environment, is beneficial for creativity and innovation, aids in value creation, and helps detect trends.

The scope is usually process oriented, targeting specific critical processes, or functional, comparing similar business functions or departments. Scope defines the boundaries of the project and encompasses the parameters of the objectives, opportunities, and areas of responsibility of a project. The scope of a benchmarking initiative is either process or functional.

With process benchmarking, the Six Sigma team is asking the question, “How can we do this better?” Process benchmarking analyzes a sequence of activities and compares it with similar processes in leading organizations or business units that perform similar work or deliver similar services. The Six Sigma team focuses its efforts on a single process, or step in a process, in order to improve it. Process benchmarking may be internal, comparing departments, or external, comparing similar organizations.

With functional benchmarking, the Six Sigma team is asking, “How are we doing in relation to others?” Team members compare alternative ways of implementing work functions that affect a quality aspect of their organization. The team might benchmark cost/benefit ratio, customer satisfaction, or time-to-market. Functional benchmarking crosses industry- or product-specific boundaries. Organizations will benchmark particular functions with partners drawn from different business sectors or areas of expertise.

Types of external benchmarking

Traditional business practices often concentrate on what could go wrong with a process. In Six Sigma, benchmarking turns the focus to what can go right with a process. At its simplest level, benchmarking consists of three phases: identify a critical success factor, determine and study the related process capabilities, and benchmark with the intent of acquiring knowledge that can be turned into action. The three main approaches to external benchmarking are competitive, collaborative, and best practices.

1. Competitive benchmarking – Competitive benchmarking is used to assess an organization’s performance relative to competitors in the marketplace. It is most often used with direct competitors. The goal of competitive benchmarking is to find out what successful competitors are doing and to compare performance data. Competitive benchmarking projects are usually specific in scope, involving information on practical applications such as product designs, process capabilities, or administrative methods. The effectiveness of competitive benchmarking depends upon the quality of the information obtained by the project team. The disadvantages of competitive benchmarking include unreliability, difficulty, lack of cooperation, and legal issues. Competitive benchmarking is best used when an organization is attempting to penetrate a market with strong competitors, in markets where an edge in a technology or process can yield a major advantage, or when an organization has processes and regulatory issues in common with a successful competitor.
2. Collaborative benchmarking – Collaborative benchmarking involves the voluntary sharing of benchmarking information; it requires the mutual cooperation of two or more organizations. The goal is to share and exchange specific information with other organizations, particularly competitors, to enable the comparison of processes. The scope is limited to mutually significant and agreed-upon data. The major advantages of collaborative benchmarking are that it’s faster, safer, and less resource intensive than competitive benchmarking, it’s effective when an organization is collecting quantitative statistics and when teams need to compare specific processes to their own, and it’s less resource intensive. However, collaborative benchmarking may be difficult for a project team to achieve collaboration among competitors in a similar industry. As well, collaborative benchmarking is focused on quantitative data, limiting its use for gathering data on process elements such as creativity and innovation.
3. Best practices benchmarking – Best practices benchmarking, sometimes known as best-in-class or generic benchmarking, involves studying who does things best. It involves identifying, learning, and adapting outstanding practices from any organization, in any industry, that is determined to be superior in a particular area. The goal of best practices benchmarking is to translate information from one industry or application to another. The scope of best practices benchmarking is wide and diversified. It is the most creative type of benchmarking, requiring the project team to study different, but analogous, processes for common points of excellence. The disadvantage of best practices benchmarking is that it can be more time-consuming and difficult to manage because there are a greater number of targets and processes to study. It is also more difficult to transfer processes to an organization because the information derives from different cultures, paradigms, and industries.

SIPOC

The SIPOC diagram is a tool that is typically used in the Define phase of a Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) project to identify process outputs and the customers receiving those outputs. Once the customers are identified, voice-of-the-customer data can be collected and customer requirements can be defined. The SIPOC diagram also helps scope the project, provides a high-level view of the workflow and helps ensure that all team members are seeing the project the same way.

The steps to create a SIPOC are

1. Naming the process.
2. Defining the starting point and the ending point of the process as listed in the scope section of the team charter.
3. Enlist the key outputs of the process.
4. Identify the entity receiving those outputs whether internal or external.
5. State the top-level process steps without any decision points or feedback loops.
6. Identify the inputs to process and the entities supplying those inputs.

Six Sigma programs can avoid irrelevant issues and address the real issues by using the systems thinking. It helps in integrating successful management processes into a single management system which wisely uses resources while focusing on what is important for customers, shareholders and employees.

A SIPOC diagram can be the springboard to other critical activities in process improvement, each building to the next step. In particular, it can be used as the starting point for:

1. Identifying sources of variation
2. Metric identification
3. Determining a relationship between the variables
4. Generate improvement opportunities and projects
5. Create control plans

The following questions were repeatedly asked by the team as it worked through each of the activity boxes in order to fill in the high-level business requirements:

1. Outputs: What information, data, report, eligibility status, etc., comes out of this activity or is produced as a result of this activity?
2. Customers: Who or what receives whatever it is that comes out of this activity?
3. Inputs: What data, supplies, system, tools, etc., are required for this activity, or who is needed to perform the action?
4. Suppliers: Who or what functional organization, system, report, database, etc., supplies or provides whatever it is that is needed as an input to this activity?

Example

SIPOC for the process of handling inbound calls at a call center in a business process outsourcing company, is as in table 1, below

Supplier	Input	Process	Output	Customer
ü  Client   ü  Call Center ü  End  customer	ü  Calls   ü  Phones ü  Headsets with microphones ü  Standard scripts ü  Standard operating procedures (SOPs) ü  Call quality guidelines ü  Process training ü  Access to CRM and customer information ü  Empowerment to resolve issues	ü  Start call with standard greeting   ü  Understand the query/request/complaint ü  Verify the customer’s identity ü  Check for relevant information ü  Provide solution while on call ü  Document call with appropriate codes ü  Provide reference number for requests/complaints ü  End the call	ü  Resolution/assurance of resolution of customer issue   ü  Good customer experience	ü  End customer   ü  Client ü  Organization

In Six Sigma efforts, the primary objective of improvement is to reduce variation in process output as in table 2 below. This requires identification of the causes of variation, which is where the SIPOC can be utilized. Every item under the SIPOC categories of input and process is a potential source of variation in the output to be considered or investigated. Once the SIPOC diagram is created, look at the items identified under each SIPOC category and consider how they can influence the process outputs.

For example, the output “resolution/assurance of resolution to customer issue” in above table will vary due to variations in the corresponding inputs and process steps, such as “frequent changes in call quality guidelines leading to inconsistency.”

SIPOC Category	Items	Sources of Variation
Input	Calls	ü  Deviation from the planned call volume   ü  Technology issues leading to voice clarity variation, wrongly directed calls
	Headsets with microphones	Variation in quality of headsets, microphones
	Standards scripts	Frequent changes in scripts leading to inconsistency
	SOPs	Frequent changes in SOPs leading to inconsistency
	Call quality guidelines	ü  Frequent changes in call quality guidelines leading to inconsistency   ü  Excessive calibration variance on the quality guidelines
	Process training	Inconsistencies in training delivery – planned versus actual in schedules, trainer capabilities, etc.
	Access to CRM and customer information	System accessibility issues and inconsistencies
	Empowerment to resolve issues	Variation in floor support provided by superiors
Process	Start the call with the standard greeting	Variation induced in the opening greetings – deviation from standard
	Understand the query/request/complaint	Variation induced due to gap or inconsistency in capability of operatives to understand customer query
	Verify the customer identity	Inconsistency in verification process
	Check for relevant information	Variation in time spent on fetching relevant information
	Provide solution on call	Variation in time taken, quality of the resolution
	Document the call with appropriate codes	Inconsistency in documentation – wrong codes or no codes used
	Give reference number for request/complaints	Inconsistency in generating/sharing reference number – wrong codes or no codes used
	Close the call	Variation induced in the closing greetings – deviation from standard

The above is not an exhaustive list of attributes/metrics identified against the items; however, a measurement plan can now be prepared to collect data on these items. The initial data collection will involve some work, but once the relationships between these metrics are established with the output measures, the list can be further refined and a final measurement plan prepared.

Even a “simple” SIPOC may reveal a significant number of parameters that need to be measured and controlled to ensure quality outputs.

With the possible sources of variation defined, it is possible to start measuring them to determine the significant sources and develop plans to control or reduce the variations in them. Table 3 below displays a list of attributes and metrics determined from the SIPOC shown in Table 1 and from the sources of variation shown in Table 2.

SIPOC Category	Items	Sources of Variation	Attributes/Metrics
Supplier	Client	ü  Inconsistencies in providing timely updates   ü  High forecast deviation ü  Changes in training content	ü  Timeliness in providing updates   ü  Forecast accuracy ü  Support to training
	Organization	ü  Capacity planning issues   ü  Availability of skilled resources	ü  Staffing adequacy   ü  Skilled support staff and processes ü  Staff development
	End customer	Not applicable	Accuracy of information provided
Input	Calls	ü  Deviation from the planned call volume   ü  Technology issues leading to voice clarity variation, wrongly directed calls	ü  Call audio clarity   ü  Forecast adherence/deviation ü  IVR errors
	Headsets with microphones	Variation in quality of headsets, microphones	ü  Audio clarity   ü  Headset and microphone comfort
	Standards scripts	Frequent changes in scripts leading to inconsistency	ü  Availability of updated and approved scripts   ü  Agents training on scripts
	SOPs	Frequent changes in SOPs leading to inconsistency	ü  Availability of updated and approved scripts   ü  Clarity of understanding ü  Accessibility of SOPs
	Call quality guidelines	ü  Frequent changes in call quality guidelines leading to inconsistency   ü  Excessive calibration variance on the quality guidelines	ü  Clarity in understanding call quality guidelines   ü  Calibration variance with respect to call quality guidelines between agents, quality assessors, team leaders, trainers.
	Process training	Inconsistencies in training delivery – planned versus actual in schedules, trainer capabilities, etc.	ü  Training evaluation score   ü  Training effectiveness measures ü  Training plan adherence
	Access to CRM and customer information	System accessibility issues and inconsistencies	ü  Ease of access to CRM and customer information   ü  Availability of updated customer information
	Empowerment to resolve issues	Variation in floor support provided by superiors	ü  Level of empowerment to agents   ü  Level of support to agents
Process	Start the call with the standard greeting	Variation induced in the opening greetings – deviation from standard	Adherence to standard greeting script
	Understand the query/request/complaint	Variation induced due to gap or inconsistency in capability of operatives to understand customer query	ü  Completeness of understanding the query/request/complaint   ü  Proper tagging/data entry into the client provided application
	Verify the customer identity	Inconsistency in verification process	Adherence to verification guidelines
	Check for relevant information	Variation in time spent on fetching relevant information	Adherence to verification guidelines
	Provide solution on call	Variation in time taken, quality of the resolution	ü  Time taken to provide the solution   ü  Adherence to resolution guidelines ü  Completeness/correctness of the resolution
	Document the call with appropriate codes	Inconsistency in documentation – wrong codes or no codes used	ü  Documentation quality   ü  Adherence to documentation guidelines
	Give reference number for request/complaints	Inconsistency in generating/sharing reference number – wrong codes or no codes used	Adherence to tagging/data entry guidelines
	Close the call	Variation induced in the closing greetings – deviation from standard	Adherence to closing script/rules
Output	Resolution/assurance of resolution to customer issue	Not applicable	ü  Call quality   ü  Time taken to handle the call ü  Wait time for the caller ü  Hold time by the agent ü  Resolution completeness ü  Repeat call measure
	Good customer experience	Not applicable	End customer satisfaction score on the resolution provided
Customer	End customer	Not applicable	End customer satisfaction score on the resolution provided
	Client	Not applicable	ü  Client satisfaction score   ü  Repeat business/share of business
	Organization	Not applicable	ü  Reward/penalty on the calls handled   ü  Revenue from call handling

The variation due to frequent changes to call quality guidelines, for example, leads to disparate understanding of those guidelines by various call center operatives. If the variation in understanding among operatives can be reduced, reduced variation in the output – resolution/ assurance to customer issue – can be predicted.

SIPOC also helps determine the relationship between variables related to a process. After identifying the various attributes and associated metrics under each SIPOC category, it is easy to then start establishing correlations between those elements. Where measurements are possible, statistical tools like regression analysis, factor analysis and logistic regression can be applied to establish a relationship or model between the attributes and metrics. For example, an equation between “end customer satisfaction score” (output metric) and “forecast adherence/deviation” (input metric) can be determined.

Once the relationships are established, metrics that, if improved, would significantly impact the outputs can be determined. A list of such metrics can be prepared and the measurement plan finalized. The rest can be eliminated from the measurement schema. The shortlist of critical input metrics can help clarify how the process needs to influence the supplier. The business process can develop and deploy a supplier quality assurance program to address the quality of critical inputs.

Consider an example referring to the SIPOC shown in Table 1. Assume the relationship model derived through regression analysis between the end customer satisfaction score and other input and process factors looks like the following:

Y = (w1 x F1) + (w2 x F2) + (w3 x F3) + (w4 x F4) + ……..

where

Y: End customer satisfaction score

Fi: Factors (input or process) that are significant (F1 = forecast adherence/deviation; F2 = availability of SOP updates, etc.)

wi: Coefficients attached to each factor

Depending on the mathematical value of the coefficients attached to F1 and F2, the factor that has the relatively greater contribution to the Y can be determined and actions to ensure that the performance of these critical factors can be taken.

Improvement

SIPOC has the ability to unveil several areas of improvement. In the process of establishing measures for the elements and identifying the sources of variation, there will also be opportunities to improve output metric performance. This becomes more clear with the understanding of relationships between the parameters under each SIPOC element.

While the performance of an output metric that is critical to the customer or process is the primary driver to launch improvement projects, these other capabilities can also help proactively identify weak areas in an apparently steady process. It can be easy to not delve into a process because the performance metrics are meeting stated targets, but there is always a possibility that the metric would fail if any of the input or process measures fail marginally. With the metrics in place and with data available for establishing relationships between them, a sensitivity analysis can be carried out and the level of risk the process maintains is exposed.

Next, the target levels of each critical factor can be determined to ensure achievement of the output metric Y. Assess the gap between the actual performance levels of the factors against the set target levels to decide which factor or input or process variables need to be improved. This requires regularly collecting data on the factors and the output metric.

For example,  consider that for the SIPOC described in Table 1, the company has established that the training effectiveness measure (input metric) has a direct relationship (strong correlation) with the repeat call measure (output metric). Additionally, a regression equation between these variables has been established:

Repeat call % = A + [B * (training effectiveness %)]

Here, A is a constant and B a coefficient for the variable training effectiveness %. These are determined based on data and statistical techniques.

The above equation can predict changes in repeat call % by varying the training effectiveness %. Additionally, considering the current value of repeat call % and its difference from the target, a safe range or threshold for training effectiveness % can be determined. With this in place, the organization can keep a close watch on the training effectiveness % values and control it within the safe threshold to ensure the repeat call % does not fail to meet the target.

Improvement projects can be taken up on output or input metrics whenever a performance issue is found and variations seen in the process. The improvement efforts should not only be directed internally to improve process capabilities but also externally to the suppliers who provide critical inputs.

Control Plan

The final capability of SIPOC stems from the above capabilities. The organization can now establish clear control plans for managing the suppliers, inputs and process effectively to ensure control over the outputs and to satisfy the customers. These plans will typically include actions to be taken, the frequency of the actions, responsibility, status check, and governance on the entire plan by the quality and internal audit functions.

In the instance of an inbound call handling process, the control plans will encompass all critical measures including the output metric (lag indicator) and the factors (lead indicators). A comprehensive plan may include:

1. Data collection trackers
2. Control charts for critical metrics
3. Action plan trackers with responsibility and timelines to address out-of-control situations
4. Review mechanism (internal with management and external with client)

It should also be noted that the process owner should validate the relationship equation over a regular interval and whenever there is a significant change introduced in the process. This is required to ensure constancy of direction and effort toward sustaining the levels of the outputs.

Customer Identification

Customer identification is crucial task of any Six Sigma project. Various tools like brainstorming, SIPOC and marketing analysis data are useful for the purpose. Customer identification should be carried out even if customers are known so as, to be better aware of the customers and reveal any hidden customers.

Customers can be categorized as internal or external or on basis of location, demography, sex, etc. The criteria of classification is dependent upon achieving the desired results

Customer Data Collection and Analysis

Capturing customer data which have been identified in earlier steps can be accomplished by various tools like VOC, survey, etc.

Customer data analysis is the next step after customer data collection. Analysis helps in prioritizing and understanding customer needs. Various analysis tools are used like Pareto diagram, FMEA, affinity diagrams, interrelationships digraph, matrix diagrams and priority matrices issue identification and addressing.

Customer requirements, involves three key areas – expectations, needs, and priorities. You need to understand the must-haves of a particular product or service. What are the customer’s needs that they may not specify? From that you need to be able to pinpoint the key priorities and the things you’re going to focus on as an organization going forward. You need to translate that information into particular product features, performance measures, and specific opportunities for improvement for Lean Six Sigma projects.

Customer expectations are divided into – basic, expected, desired and unanticipated. Consider going to the local coffee shop to get a cup of coffee or tea. The basic requirements are that you want it to be hot, quick, and a fair price. But there may be other things you like a little bit of powdered cocoa or cinnamon to sprinkle on top. Or maybe half-and-half cream instead of only skim milk. You must ask yourself if your time at the coffee shop met the intended experience you wanted to have. And were there any unanticipated factors that came into play – a wow factor? Perhaps a cup cover that seals very nicely, so you won’t spill my coffee on the way out to the car, or maybe the cup is reusable or has a nice design.

Customer needs can be broken down into – stated needs, real needs, perceived needs, cultural needs and unintended needs. For example, the state need could be that a customer needs a new shirt and the real need is to make the person feel and look good. The perceived needs could be it has to fit right, be a fair price and have a nice appearance. In terms of cultural needs, they may be what others will think of the shirt if the customer wears it in certain settings – business or casual. And the unintended need may be that the shirt is made out of a very stain-resistant material.

You can identify the customer priorities by asking several questions:

1. What are the vital things that you need to pay attention to that you could tackle with the least amount of effort that would best work for your customer’s needs?
2. Can you meet those needs and drive some wow factors?
3. Can you address any of the dissatisfiers that could dilute the experience for your customer?

You have to ensure that you listen to the customer and prioritize which of their expectations and needs are most important.

COPIS

It expands to Customer, Output, Process, Input, Supplier. Similar to the more common SIPOC but COPIS is a term used for an outside-in approach. Used when completing a high level ‘wing-to-wing’ map of what a customer experiences. Gives you the steps in the process from a customers view point.

POCIS

Starting with the process can be the most effective and efficient way to complete this tool because of its tangible characteristics –– it is easy to visualize the process. Once the high-level process steps are defined, it is possible to determine the outputs and customers. The tool is then complete after identifying the Inputs and Suppliers (hence,– POCIS).

Before beginning the POCIS, practitioners should ensure that the right group of people has been gathered. Remember, the quality of the POCIS is a reflection of the strength of the team assembled.

The first step is to list the process steps, remembering to keep the detail at a minimum by only outlining five to eight steps. When describing the process steps, try to limit the description to two words. Have each description start with a verb (action) and end with a noun (subject).

The next piece of the POCIS to fill in are the outputs. Here, the team wants to understand the final product or service of the process. By understanding the outputs, it is possible to identify the true customers. The customers are defined as those individuals who consume the product or service created by the process. Now that the process, outputs and customers are known, it is time to identify the inputs. Inputs are the triggers, raw materials and equipment needed to complete the process. Finally, the team should list the suppliers of those inputs.

After the POCIS diagram is in place, practitioners can begin interpreting and analyzing the usability of the information documented for each component:

1. Process – Here practitioners learn valuable information for scoping the project. This information ties directly back to the charter, and it can be used to help identify the start and stop point of the process, as well as what is considered in and out of scope. The process also can be used to help pinpoint redundant steps, rework, loops, hidden factories and non-value-added steps. This will help focus the data collection plan during the Measure phase.
2. Outputs – This is the first look at the project’s Y (output) metrics. The information gathered here can be used as a verification of the voice-of-the-business goals documented in the charter. The outputs also can work as a starting point of discussion with the customers.
3. Customers – This section is a valuable starting point for the voice-of-the-customer (VOC) step in DMAIC. It helps to identify who should be involved when gathering critical-to-quality (CTQ) metrics. If the VOC analysis was completed prior to the POCIS, the POCIS serves as a verification tool that no customers have been overlooked. Finally, this section is a great place to find potential team members, especially when the Customers of the process are internal associates; these customers should be included in the team whenever possible.
4. Inputs – Consider this a mini-fishbone diagram because it is the first swipe at the potential causes of the problem. At this point, the diagram is probably too high-level to consider these root causes, but they are definitely must-haves to start the root cause analysis brainstorm session.
5. Suppliers – Think of these individuals as stakeholders of the improvement. In most cases projects, the root causes are supplied by one of the suppliers listed on the POCIS. The improvements are focused on the root cause and, therefore, on the supplier. This is why the suppliers should be considered as stakeholders and definitely, if possible, members of the team.

Customer Requirement Mapping

Customer requirement mapping involves identification of processes for improvements as needed against customer requirements. Quality Function Deployment (QFD) is an effective tool for the purpose as, QFD is a structured method to identify and prioritize customer’s expectations.