Organizations have to continually reinvent themselves to position their goods and services in the marketplace that is characterized by relentless competition and product positioning. Chief Executives of most organizations generally are in agreement that companies have to change and improve their products and services to gain and maintain a foothold in the marketplace. They also recognize that CPI should be articulated as a business strategy. The organizations’ Mission statement should guide the organization’s strategy. For example if the mission is to be number 1 or number 2 in the business, then the strategy would be to develop a written plan of action to achieve this goal. Improvement strategies are typically articulated by Senior Executives as a roadmap for accomplishing their goals. Senior Executives must critically examine internal factors that bring strengths and those that pose weaknesses for continuous improvement. A frank assessment of the organizational strengths and weaknesses vis-a-vis the competition would help to fine tune the plan. Lack of a coherent strategy for improvement will cause the organization to stand still and potentially waste opportunities for reinventing itself.">

NEPCON West - Fiberoptic Expo Conference Proceedings


CPI: A POWERFUL BUSINESS STRATEGY

Authors: N.T. "Bala" Balakrishnan CFPIM, CQE
Company: California State Polytechnic
Date Published: 12/3/2002   Conference: NEPCON West - Fiberoptic Expo


Abstract: Continuous Process Improvement ( CPI) is the philosophy that seeks to improve all factors relating to conversion of inputs to outputs. It is an ongoing business process that affects all parts of the organization. Under CPI, the new adage is "if it ain’t broke, break it and improve it."

Key words: CPI, continuous process improvement, order winners, order qualifiers.

WHY IMPROVE?
Organizations have to continually reinvent themselves to position their goods and services in the marketplace that is characterized by relentless competition and product positioning. Chief Executives of most organizations generally are in agreement that companies have to change and improve their products and services to gain and maintain a foothold in the marketplace. They also recognize that CPI should be articulated as a business strategy. The organizations’ Mission statement should guide the organization’s strategy. For example if the mission is to be number 1 or number 2 in the business, then the strategy would be to develop a written plan of action to achieve this goal.

Improvement strategies are typically articulated by Senior Executives as a roadmap for accomplishing their goals. Senior Executives must critically examine internal factors that bring strengths and those that pose weaknesses for continuous improvement. A frank assessment of the organizational strengths and weaknesses vis-a-vis the competition would help to fine tune the plan. Lack of a coherent strategy for improvement will cause the organization to stand still and potentially waste opportunities for reinventing itself.



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