March 5, 2019

CAM-I and IMS International
signs an MOU on March 5^th 2019, Alexandria, VA

CAM-I and IMS International are pleased to announce a Memorandum of Understanding to cooperate and collaborate to support the IMSI ManuVation program that helps SME manufacturers understand and integrate new technologies through guidebooks, workshops, and sharing best practices. CAM-I will develop a ManuVation workshop session that will help manufacturers understand if they have the right resources in place and suggest resource adjustments in order to integrate Industry 4.0 technologies. CAM-I will also develop a technical session for the September 25-27 World Manufacturing Forum (www.worldmanufacturingforum.org) that will explore evaluating readiness levels for technology uptake and costing for production and supply chains. IMS will support CAM-I meetings with expert speakers and provide technical assistance.

CAM-I (www.cam-i.org) joins ASM International (www.asminternational.org) in support of the IMSI ManuVation program (www.ims.org). The outreach of the ManuVation program has increased by tens of thousands through these organizations to the benefit of SME manufacturers.

Dan Nagy - Managing Director IMS International
Ashok Vadgama – President, CAM-I

Click to read full Press Release of CAM-I presence at the CPA Canada Annual Conference

You can listen to the full audio here Federal News Radio

Abstract

(Austin, Texas)  In a bid to help organizations identify concrete steps to improve performance, the Performance Management Interest Group of the Consortium for Advanced Management-International (CAM-I) recognized the need to develop a standardized and integrated view of performance management. The interest group has just published the Performance Management Maturity Framework to help organizations to assess their level of performance management maturity and indentify concrete improvement steps.

“Organizations need a roadmap to identify gaps in their performance management maturity.” said Ward Melhuish, Principal at Grant Thornton Global Public Sector and head of its Organizational Improvement Practice.  “This framework is the most comprehensive roadmap of its kind and can help any organization identify how to close these gaps.”

The Performance Management Maturity Framework:

1)      Defines enablers that all organizations use to deliver successful results;

2)      Classifies the evolving maturity of enablers over four levels;

3)      Identifies categories of proven improvement techniques that can be used to achieve higher levels of performance management maturity; and

4)      Recognizes that an organization’s capacity to change should be addressed prior to implementing improvement initiatives.

The framework can be used as an assessment tool to identify an organization’s current and desired level of maturity, from rudimentary to adaptive. For example, for human capital management, an organization assessed as “rudimentary” would typically have only core human capital processes and no sophisticated recruitment and career development practices.  An “adaptive” maturity level, on the other hand, fully aligns individual performance with organization strategies. To get the organization from rudimentary to adaptive, Benchmarking, Business Process Re-Engineering, and Capacity Management are techniques identified in the framework to improve their human capital management maturity.

"The high level of accolades and interest that we have received since first releasing the PMMF publication is very encouraging and validates the significant effort that has gone toward the breakthrough research in this area," said
Derek Sandison, Performance Management Subject Matter Expert, Decimal Technologies

The Performance Management Maturity Framework can be applied in both public and private sector organizations.  In the private sector, the framework can be used to find ways to enhance all aspects of business results ultimately improving financial results.  In the public sector, the framework can enhance the outcomes achieved for tax dollars spent.  The Performance Management Maturity Framework can specifically address new federal government performance management requirements found in the Government Performance and Results Act Modernization Act of 2010, signed by President Obama on January 4, 2011.

Founded in 1972, CAM-I is the leading forum for realizing practical, proven management solutions, methods and tools to advance the way organizations manage their business.  This international consortium of industry, government, and research organizations works together to develop the mechanisms that leaders need to more effectively address critical management issues.

For more information about the Performance Management Maturity Framework or to get more information about CAM-I, contact Ashok Vadagma (This email address is being protected from spambots. You need JavaScript enabled to view it.) or Robert Shea (This email address is being protected from spambots. You need JavaScript enabled to view it.) or visit the CAM-I website, http://www.cam-i.org.

Click to read/download CAM-I Performance Management

Derek Sandison, Vice President of Strategic Alliances with Decimal Technology, a software and consulting firm, and Ward Melhuish, a Principal at Grant Thornton were interviewed by Federal News Radio’s Chris Dorobek on the recent release of CAM-I’s “Performance Management Maturity Framework”

Together with many other things the focus was on how agencies can improve performance.

There are a lot of questions swirling around about the 2011 budget. But one thing is pretty clear - Your budget is getting cut.

One way to make your money go further is to improve performance. The management experts at the Consortium for Advanced Management-International (CAM-I) have come up with its own performance framework.

You can listen to the interview here: http://www.federalnewsradio.com

Introduction – Click to see SLIDES

Chairman Srikant Sastry and President Ashok Vadgama were interviewed by Federal News Radio’s Chris Dorobek on the recent release of CAM-I’s paper: Involving the Extended Value Chain in a Target Costing / Life Cycle Cost Process Model.  The conversation ranged from how Target Costing can apply to the public sector to what CAM-I is and what projects it’s working on currently.  You can listen to the interview here: http://www.federalnewsradio.com

Abstract

The CAM-I Target Costing Best Practice Interest Group conducted a study on involving Operations and Support (O&S) suppliers as partners in the product design process when the O&S cost of the product represents a significant component of the product’s life cycle cost. A literature search was conducted to discover recent, relevant research on the subject, and a summary of this research is presented. Interviews were conducted with several companies representing a spectrum of industries to explore preliminary identified issues, and to collect related current practices. Four major topic areas were studied: (1) Supplier Involvement and Engagement, (2) Contractual Issues, (3) Setting and Accepting O&S Cost Targets, and (4) Managing Risk and Uncertainty. Key challenges include data unfamiliarity, unavailability, and poor quality; lack of contractual incentives and missing protective terms and conditions; lack of supplier participation in developing cost targets, lack of credibility of the cost targets, lack of attention paid to the importance of the cost target, unwillingness to adhere to the cost target, and organizational impediments; exposure to operational and estimate risk (on operational decisions) in O&S estimates.

Click to read/download the complete bulletin.