The SPI is a sequence of tasks

The SPI is a sequence of tasks, and methodologies followed in the production of high-quality products with reduced costs, rework, improved productivity in a planned and organised manner. For achieving high production quality, coordination must exist among the team members and between different large teams in an organisation. Such coordination should be prevalent regardless of the size of the corporates, i.e. in SMEs or large organisations. [1] shows the use of various SPI models such as the Capability Maturity Model Integration (CMMI), the Software Process Improvement and Capability Determination (SPICE) and the ISO 9000 norms from the International Standardization Organization is not beneficial to SMEs due to the cost of running. In such cases, to maintain the process improvement paradigm in all levels, there must be adequate staffing with support from the senior management as well. This means the need to know SPI even on the senior-most level so that the production quality does not plunge into a sinkhole during a crisis. [2] finds empirical evidence to support how SPI benefits in SMEs as well as large organisations. The author suggests greater employee participation in SPI methodology to achieve high organisational performance. From the paper, it is clear that the achievement of high-performance culture starts with the associate level employees. SPI knowledge transfer outside the team is vital for achieving coordination and not to lose touch with each other. The author suggests such a procedure to make sure the product quality is maintained consistently and not degrade it due to any lack of communication and coordination. This also means that SPI should be substantially maintained in all levels of an organisation to achieve organisational performance and produce consumer standard products.