Global competition puts increasing pressure on manufacturing operations for increasing output and quality, as well as reducing costs. Globalization, consumer knowledge and consumer expectations have positioned supply chain performance as a key source of competitive advantage…or disadvantage, and an increasingly important element in cost, quality and delivery. The Pi Methodology was developed in the early 1990s to address specific problems in chemical manufacturing. The methodology proved so successful that its application was expanded to include non-manufacturing and supply chain operations often involving teams with representation from both customer and supplier.
The Pi Methodology gained rapid acceptance within the Manufacturing community for a number of reasons:
Pi Methodology has an early focus on defining the problem in terms that
are clear, compelling, measurable and meaningful.
Pi was designed to provide rapid results…the typical Pi project takes 2 to
4 months with implementation to be completed in 3 to 6 months (depending on the complexity and extent of the solution).
The Pi Methodology focuses the ingenuity and experience of skilled
professionals from within the enterprise (and, where appropriate, with Customer and Supplier staff) to develop and implement pragmatic solutions for significant process improvement.
Pi employs techniques and technologies from other successful programs
as appropriate for the problem; e.g.,
GE’s Work Out for focus, speed and decision making
Six Sigma for data collection and analysis
Lean Manufacturing for waste identification and elimination