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What is SIPOC Model

Chapter 5
Quality Management Implementation in Higher Education: Practices, Models, and Case Studies
The tool name prompts the team to consider the suppliers (the ‘s’ in SIPOC) of your process, the inputs (the ‘i’) to the process, the process (the ‘p’) your team is improving, the outputs (the ‘o’) of the process, and the customers (the ‘c’) that receive the process outputs.
Published in Chapter:
Continuous Improvement Philosophy in Higher Education: Lessons From the DNA of the Toyota Production System to Improve Course/Program Delivery Process
Parminder Singh Kang (University of Saskatchewan, Canada), Rajbir Bhatti (Mount Royal University, Canada), and Gurinder Pal Singh (IET Bhaddal, India)
Copyright: © 2020 |Pages: 19
DOI: 10.4018/978-1-5225-9829-9.ch005
Abstract
This chapter explores the unspoken roles of Toyota production system in the context of program/course delivery process. These rules are; how people work, how people connect, how the workflow is organized, how to improve and who does the improvements. These four unspoken rules of Toyota production system are strict guidelines from the shop floor to the top-level management. Toyota production system emphasizes learner's philosophy to improve the value-added activities by understanding the root cause of a given problem. Under these four rules, further, this chapter will look into the different tools that could be applied for the continuous improvement in course/program delivery process. This paper will define the lean principles and waste in the context of the delivery process.
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