Synergy, vision, strategy…process…For many, these words are just a jumble of “business speak” used to describe amorphous ideas that can’t really be nailed down. Since this, unfortunately, is true, I try to define these terms as a basis for discussion and analysis. I certainly don’t claim to have the only correct definitions, but at least they’re a starting point.
So what about “process?” In one of my last posts I gave it a general definition and highlighted its importance. Now I want to take it a step further by focusing on its key “technical” components…its anatomy. To make it come alive, I’ll continue to use my “down home example” of cleaning the garage (again, I hope you can easily make the connection to other contexts).
Here’s an easy way to remember – SIPOC:
- Supplier: the person, entity or system giving you the raw material for your process. For garage cleaning – your spouse (energy & time), Walmart (boxes), etc. Key question – is your supplier “clear” on their role and what you’re expecting from them?
- Input: the raw material that goes into your process. For garage cleaning – energy, time, boxes, plan, etc. Key question – have you identified and acquired all the inputs so your process doesn’t grind to a halt mid-stream?
- Process: the actual steps and activity that make up “the work.” For garage cleaning – sorting, throwing out, organizing, re-packing, etc. Key question – are you sure you’re doing the steps in the right order and as efficiently as possible (ex. minimal re-work)?
- Output: the outcome(s) of the process – both desired and side-products. For garage cleaning – orderliness, cleanliness, garbage pile, etc. Key question – if you’re frustrated by not getting the desired outputs, have you ever stopped to define exactly what they are, so that all the other components can align to it?
- Customer: the recipient of the output that decides whether or not it is acceptable. For garage cleaning – you, your spouse, your mother in law, etc. Key question: if one of your suppliers is not the customer (often they are the same), what’s in it for them (ex. friend who helps, etc.)?
So next time you want to build or optimize a set of activities (a “process”) to produce something (an “output”), try to be as systematic as possible in thinking through each of the key components – SIPOC. You’ll be surprised at what questions and potential opportunities rise to the surface.
[…] 20, 2013 10:10 pm jmutzke Leave a Comment In the last few weeks I’ve discussed the critical components of a process (anatomy), as well as the key reasons why processes are so important to achieve strategic results. While […]