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SIPOC template

Originally, the SIPOC method was developed for Six Sigma. There it is used in the define phase of a project. With the SIPOC template, business process managers illustrate the End-to-end process of certain business functions and operations. The SIPOC template is a versatile tool for business processes that can be used in practice by any type of company.

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Supplier, Input, Process, Output, Customer
Suppliers: Please give the full list of your suppliers
Inputs: Please note all of your inputs (data, materials, knowledge, information, workforce) in the text box
Processes: Please note all your processes in the text box
Output: Please note all expected outputs from the processes listed before
Customer: Who are the customers for each output?
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SIPOC Template: Visualize and Improve Your Processes


A SIPOC template is a valuable tool used to document and analyze processes within a business. SIPOC stands for Suppliers, Inputs, Processes, Outputs, and Customers, representing the key components of a process. This template provides a structured framework to understand and map the flow of activities, resources, and information involved in a process.


The SIPOC template helps visualize the entire process, from start to finish, highlighting the dependencies and interactions between various stakeholders. It allows businesses to identify bottlenecks, inefficiencies, and areas for improvement. By capturing essential information such as inputs, outputs, and customer requirements, the template aids in process analysis and enables businesses to identify opportunities for optimization and waste reduction.


Please note that this checklist template is a hypothetical appuses-hero example and provides only standard information. The template does not aim to replace, among other things, workplace, health and safety advice, medical advice, diagnosis or treatment, or any other applicable law. You should seek your professional advice to determine whether the use of such a checklist is appropriate in your workplace or jurisdiction.
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