About PPI

What is the objective of Practical Process Improvement?

The objective of PPI is profitable growth. This objective is achieved in two ways:
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Customer allegiance. In the twenty first century, merely satisfying our customers is not enough. Improving the entire experience for the customer including price, availability (rapid delivery), and product quality must be the focus. By addressing all three of these areas, the customers’ perceptions will improve over time and build their loyalty. Their dedication to you will then lead to increased sales and revenue.

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Involvement of all employees. To achieve successful cost reduction, every employee must be actively involved and believe in the process. The executive team focuses on achieving near-term and long-term enterprise objectives leading to profitable growth. PPI Teams work on projects assigned by management. PPI Teams then analyze the processes of production, improve response times, lower their costs, and improve quality for the customer.
http://www.ppiresults.com/about.php



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Note added at 9 mins (2011-06-16 18:44:01 GMT)
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The answer should read:
Practical process improvement, the "l" got lost somewhere.

HERE'S ANOTHER REFERENCE:


Practical Process Improvement Team Project Guide

By: Jason Stone, R. Edward Zunich
10 Digit ISBN b001c20bjk
13 Digit ISBN : b001c20bjk

The purpose of this book is to provide a guidebook for the application of The Eight Step Method and Practical Process Improvement tools to complete team projects. It is primarily intended as a step-by-step manual for Facilitators, Team Leaders, and Process Champions. It is rich with illustrations and examples, including presentation of the final report of a successful PPI Team.


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Note added at 12 mins (2011-06-16 18:47:08 GMT)
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Thermo Electron, a world leader in analytical instrumentation laboratory equipment, measurement and control solutions, software and services, launched its customer loyalty initiative in early 2005. Thermo, which recently merged with Fisher Scientific to form a new global entity, Thermo Fisher Scientific, Inc., has long been recognized as an industry leader. Their world-class products have set the standard in the life, laboratory and health sciences industry. But times — and customer preferences — change. Thermo leadership wanted to be sure their legacy business processes still met their customers’ needs and wants. They wanted to reexamine their service delivery and reevaluate business processes (especially customer-facing ones) with an ear to the Voice of the Customer, to ensure they’re as customer-oriented as possible.

In early 2005, a cross-divisional Practical Process Improvement (PPI) team was created, charged with finding the best way to measure and improve customer loyalty. After reviewing their options, Thermo’s Six Sigma Black Belts — experts in all aspects of process measurement and improvement — recommended Net Promoter as their loyalty index.
http://www.mainecreative.com/Samples/tech-profile.htm