Traditional SIPOC Approach

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SIPOC v/s COPIS
Traditional SIPOC Approach
Traditional inside-out SIPOC Approach
Input Process Output
Outside-In COPIS Approach
Illustration 1 SIPOC v/s COPIS
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The Strategic COPIS model
CUSTOMER REQUIREMENTS
CUSTOMER SATISFACTION
"Verbatim" feedback / customer-voice related to
this Process
Frequency of Measurement
Data source for Measure
Voice of Customer / Customer Satisfaction (CSAT)
Measure(s)
Output required by Customer
Customer Experience Point
- INTERNAL MEASURES -
- PROCESS -
Process Owner
Process(es) that will deliver these output(s)
Frequency of Internal Mea- surement
Sigma Level
Data source for "Opportunity for Defect"
Definition of "Opportunity for Defect"
Data source for Defect
Definition of "Defect"
Related Internal Measure (s) / CTQs
INPUTS
AUDIT
SUPPLIERS
COMPETITIVE EDGE
Opportunities for differentiation against
Competition
Opportunities for Customer Delight
Audit check point(s)
In-process or Input Measure(s) (Internal Service
Level Agreements required)
Internal and External Supplier(s) (Cross
Functional Dependencies)
Inputs Required from other Functions / Departments
Blue zone represents Voice of the Process Internal / Process Quality related measures
Yellow zone represents Voice of Customers measures related to Product or Service Quality as experienced by Customers
Delight Zone opportunities for delivering superior Quality that exceed Customer expectations
LEGEND
Illustration 2 The Strategic COPIS Model -
summary
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Strategic COPIS detailed template with
illustrations
CUSTOMER REQUIREMENTS
CUSTOMER SATISFACTION
Customer Experience Point Output required by Customer Voice of Customer / Customer Satisfaction (CSAT) Measure(s) Data source for Measurement Frequency of Measurement "Verbatim" feedback / customer-voice related to this Process
TEMPLATE
Continuous / Monthly
1. CSAT score or no. of complaints on Redemption timeliness"
1. On-time payment 2. Accurate amount
Surveys, Complaints data, Mystery Customer
e.g. Mutual Fund Redemption by Investor
SERVICE EXAMPLE
e.g. I got my redemption payment late "
2. CSAT score CSAT score or no. of complaints on Redemption accuracy"
1. CSAT score CSAT score or no. of complaints on Battery quality"
1. Trouble-free working for minimum 3 years 2. Prompt hassle-free warranty service
Continuous / Monthly
e.g. Car-battery Purchase by Customer
Surveys, Complaints data, Mystery Customer
MANUFACTURING EXAMPLE
e.g. I was promised hassle-free warranty service at the time of purchase, but now the dealer has made me make 4 trips service is poor "
2. C-SAT score CSAT score or no. of complaints on Warranty service quality"
Illustration 3 (Part 1) The Strategic COPIS
Model detailed
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Strategic COPIS detailed template with
illustrations (contd.)
PROCESS
- INTERNAL MEASURES -
Related Internal Measure (s) / CTQs1 Definition of "Defect" Data source for Defect Definition of "Opportunity for Defect" Data source for "Opportunity for Defect" Sigma Level2 Frequency of Internal Measurement Process(es) that will deliver these output(s) Process Owner
TEMPLATE
of all redemption requests where payment was delayed
Function / Department Head responsible for redemption
Each redemption request that is NOT processed within hrs.
SERVICE EXAMPLE
Each redemption request
Measurement continuous Reporting Monthly
Redemption Process
Function / Department Head responsible for manufacturing
Manufacturing process
of all batteries made last month that had a defect
Measurement continuous Reporting Monthly
MANUFACTURING EXAMPLE
Each warranty service request
of all warranty service requests that were NOT completed on time
Each warranty service request that is NOT completed within hrs.
Function / Department Head responsible for warranty service
Warranty service Process
1CTQ means Critical to Quality performance measures such as the examples shown above 2Sigma Levels may be calculated by organizations implementing a Six Sigma quality initiative. This calculation is based on Defects per million opportunities. However, the Strategic COPIS model can be implemented even without this measurement. The Sigma Level column is mentioned in this template only as a matter of detail, and may be ignored by organizations where sigma levels are not calculated.
Illustration 3 (Part 2) The Strategic COPIS
Model detailed
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Strategic COPIS detailed template with
illustrations (contd.)
SUPPLIERS SUPPLIERS AUDIT
Inputs Required from other Functions / Departments Internal and External Supplier(s) (Cross Functional Dependencies)1 In-process or Input Measure(s) (Internal Service Level Agreements required) Audit check point(s)
INPUTS
COMPETITIVE EDGE COMPETITIVE EDGE
Opportunities for Customer Delight Opportunities for differentiation against Competition
TEMPLATE
redemption applications not right the first time redemption requests received after cut-off time
Branches / Distributors
e.g. Timely logging of redemption requests by Branch offices / Distributors
SERVICE EXAMPLE
e.g. Timely availability of service spares inventory with service locations / franchisees / dealers
stock-outs
Stores / Service department
MANUFACTURING EXAMPLE
1Cross functional dependencies are dependencies between two or more functions or departments within a company e.g. between Sales and Operations. These are made clear by the examples mentioned under the column titled Inputs
Illustration 3 (Part 3) The Strategic COPIS
Model detailed
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How to use the strategic COPIS template what
are the outputs ?
Traditional SIPOC Approach

1. The application of strategic COPIS is best done
   through a facilitated workshop attended by the
   business head (CEO) and senior leaders of a
   business. Senior managers leading areas that
   impact customers must definitely participate.
   During the workshop, they must all put themselves
   in the customers shoes and pretend that they are
   the customer (this is often easier said than
   done, but it is critical for the business and the
   most important part of the whole exercise)
2. Start by completing (as a team), the first column
   of the template Customer experience points.
   List down in this column, all key touch-points
   where your customers experience your business,
   its products or services. Typical experience
   points for customers could be the initial
   purchase-experience, ongoing service
   interactions, contacting your customer-service,
   online transactions, and so on
3. Once all common experience points are listed,
   take one experience-point at a time go all the
   way to the right of the template, one column at a
   time. The facilitator should moderate the
   discussion help fill the template for each
   experience point
4. Once the exercise is complete for customers who
   pay for the business product or service, it can
   be repeated for other stakeholders in the
   business such as distributors, shareholders,
   employees or other internal customers,
   regulators, etc.
5. The output of the strategic COPIS workshop is the
   complete master-list of processes that the
   business needs to have and performance measures
   related to each process. The performance measures
   will be at three levels voice-of-customer,
   process related output measures and in-process
   measures
6. Before proceeding further, validate the outputs
   or findings of the workshop with real customers
   (maybe a sample of customers). This will help
   ensure that what we think is important for
   customers is actually so
7. You now have the answers to two strategic
   questions What business processes do we need ?
   and What to measure ?. This is followed by
   detailed documentation / mapping and
   implementation on the ground of the processes
   thus identified. Actual adherence to each process
   is measured through process-compliance audits.
   These processes are also the foundation for
   continual improvement in future
8. Put in place the measurements identified through
   COPIS. The CEO and their leadership team must
   regularly review the actual performance trend on
   these measures. Often, the workshop throws up a
   large number of measures the CEO may decide
   which are the top-priority (vital few) measures
   that they will personally review, while more
   detailed measures pertaining to each process must
   be monitored reviewed by respective
   process-owners
9. Strategic COPIS can be applied with significant
   business benefit by new businesses at their
   inception-stage or by existing businesses. For
   existing businesses, the COPIS workshop output
   must be used to validate their existing processes
   and performance measures

Illustration 4 Step by step guide on how to use
the Strategic COPIS template