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Consortium for Advanced Management - International. CAM-I’s international consortium consists of: Public and Private Organizations Government Professional bodies Software companies, System providers Academia

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Consortium for Advanced Management - International


CAM-I’s international consortium consists of:

Public and Private Organizations

Government

Professional bodies

Software companies, System providers

Academia

Who work in collaboration to solve current organization problems and critical business issues that are common to the group

CAM-I’s Participation

Global Leadership in Cost, Process and Performance Management


How cam i creates the body of knowledge
How CAM-I Createsthe Body Of Knowledge

Dissemination

CAM-I Body of Knowledge

Program/Interest Group/ Project Collaboration

Academic

Research

Subject Matter Experts

Practitioner

Experience

Existing Knowledge and Current Trends on

Cost, Process and Performance Management

Global Leadership in Cost, Process and Performance Management


Cam i participating companies

ABS Consulting, Inc.

ATI

Avnet, Inc.

Baker Tilly Mexico

Boeing Company

CALIBRE Systems

Certified Management Accountants -Canada

Decimal

Department of Labor

Executive Management Associates

Grant Thornton LLP

IBM Corporation

Institute of Cost and Works Accountants of India

Korea Management Accounting Association

MEDRAD Inc.

Navistar

On Semiconductor

Pilbara Group Inc.

Pinnacle West

Regence

Rockwell Collins

Royal Australian Navy

SAP AG

SAS Institute

Shell Oil Company

Tata Consulting Services Limited

U. S. Air Force

U. S. Coast Guard

U. S. Marine Corps

U. S. Patent and Trademark Office

VEN International CLG

Whirlpool Corporation

CAM-I Participating Companies

Global Leadership in Cost, Process and Performance Management


Cam i
CAM-I

  • Industry-led collaborative research consortium over 35 years

  • Internationally recognized for advancing Cost, Process and Performance Management practices providing our members with techniques, methods, tools that are applied in their organizations.

Current Initiatives:

  • Target Costing Best Practices

  • Business Intelligence

  • Process Based Management – Roadmap, Assessment and Implementation

  • Risk Management

  • Performance Management

  • Planning and Budgeting

  • Operational Data and Financial Management Assessments

  • Armed Services approach on Cost, Performance Management, Lean Six Sigma

Global Leadership in Cost, Process and Performance Management


Cam i initiatives touch points
CAM-I Initiatives Touch Points

Performance

Management

Performance

Management

Business

Intelligence

Cost

Management

Process Based Management

Logical Enterprise Data Framework Standards

Global Leadership in Cost, Process and Performance Management


Cam i exploratory groups
CAM-I Exploratory Groups

  • Logical Enterprise Data Framework Standards - CAM-I’s vision is to create data interdependence and a uniquely logical integration of data and organizations

  • Health Care Supply Chain

  • Sub Project for Process Based Management, multi-dimensional reporting where Risk Management, Value Statements and Process Based Management Statements presented side by side with Income Statements and Balance Sheets.

  • Environmental Management Accounting (Green Sustainment)

  • Next generation Planning and Budgeting for today’s environment

Global Leadership in Cost, Process and Performance Management


Cam i initiatives
CAM-I Initiatives

  • Target Costing – Providing a vehicle for sharing target costing best practices. The current focus is to develop a series of “how to” technical bulletins on extending target costing to the supply side. The first is “Involving the Extended Value Chain in a Target Costing/Life Cycle Cost Process Model”. The second will cover leading practices for accessing manufacturing cost data and recommendations for the future on integrated costing systems across the supply chain. Chair: Tami Capperauld Phone 425-234-4458 or [email protected]

    Deliverables in progress -

    • Data dictionary for manufacturing models

    • Technical bulletin “Involving the Extended Value Chain in a Target Costing/Life Cycle Cost Process Model”

  • Risk Management - Working on basic taxonomy of risk management terms and phrases with a follow-on project of developing a practical applications and implementation guide. Chair: Frank Wood Phone 202-372-4564 or [email protected]

    Deliverables in progress -

    • A model for an approach to integrating risk, cost, and performance management; an implementation methodology for that approach, key success criteria and pitfalls to avoid, and new elements of risk management to consider.

Global Leadership in Cost, Process and Performance Management


Cam i initiatives1
CAM-I Initiatives

Operational Data & Financial Measurement Assessments

Provide assessment criteria for operational data required for relevant operational planning & control & good cost measurement. Align with Baldridge assessment approach. Provide assessment criteria for cost measurement that is integrated with and driven from the operational data assessment. Chair: George Millush Phone 248-637-8665 or [email protected]

Deliverables in progress -

  • Financial Measurement Assessments

  • The first assessment addresses the quality of operational data used for planning and operational execution. A significant portion of the total combined point value in the scoring instrument will be assigned to this operational data.

  • The second assessment addresses the quality of the existing cost measurement methodology and its ability to support strategic decisions.

Global Leadership in Cost, Process and Performance Management


Cam i initiatives2
CAM-I Initiatives

  • Business Intelligence – This working group will be developing a roadmap to assist organizations improve and mature their Business Intelligence efforts. Chair: Shobik Chaudhuri Phone 703-637-2728 or [email protected]

  • Performance Management – Finalizing a practical performance management framework maturity model that will enable the assessment of public, non-profit and private sector organizations level of maturity and apply elements of a performance management. Chair: Derek Sandison Phone 905-855-0765 or [email protected]

    Deliverables in progress –

    • First phase of Performance Management Maturity Levels

Global Leadership in Cost, Process and Performance Management


Cam i initiatives3
CAM-I Initiatives

  • Planning & Budgeting – This group is looking at a much bigger picture that will include private and public sectors. They are examining the current and future trends for budgeting and planning which will include Beyond Budgeting. One of their other objectives is to develop a “WIKI”. Chair: Alan Stratton Phone 503-590-3911 or [email protected]

    Deliverables in progress -

    • Planning & Budgeting Wiki

      Next Generation Planning and Budgeting

Global Leadership in Cost, Process and Performance Management


Cam i initiatives4
CAM-I Initiatives

  • Armed Services Cost & Performance Management – Published report on essence of performance and cost management principles and concepts in the five armed services in 2005. Currently working on best practices to be published in Fall 2008. Chair: Bob Misch Phone 703-637-3042 or [email protected]

    Deliverables in progress -

    • Report on the survey results for Lean Six Sigma and Continuous Process Improvement (Dec 2008)

    • A Blue Book on Lean Six Sigma Best Practices in the Armed Services (March 2009)

Global Leadership in Cost, Process and Performance Management


Armed services cost performance management questionnaire
Armed Services Cost & Performance ManagementQuestionnaire

Objective: Utilizing the Cost Management Maturity Model (CM³) framework, conduct an assessment of the current Army cost management culture ("As-Is" state). Use findings to establish enterprise-wide targets and action items ("To-Be" vision).

Procedures: The CM³ framework consists of nine Elements. For each of the Elements / Sub-Elements, please read the five Maturity Level narratives along with the associated measures, then select a Level that most closely describes the "As-Is" condition for the Army. Add a short narrative in the Justification / Evidence block to support your selection. Only assess elements where you have experience and knowledge to select an appropriate level; however, make comments in the block if you are not able to make an assessment.

General Description of Elements: Process Integration, Accountability / Performance Management, Leadership Commitment, Workforce Competencies, Workforce Acceptance / Attitude, Enterprise Perspective, Data Quality, Knowledge Sharing/Best Practices, Integration with Quality/ Productivity Improvement

Global Leadership in Cost, Process and Performance Management


Process based management
Process Based Management

Roadmap

Assessment

Maturity of PBM

- Pathway

- Stage

- Category

PBM Stages

Implementation

of Action Plans

Pathways to PBM

Gaps in implementation

Action steps

Suggested Action plans

Global Leadership in Cost, Process and Performance Management


Process Based Management

Management of individual process(s)

Figure 2 – Roadmap to Process Based Management

Realization

Optimization

Institutionalization

Embed

PBM extended externally

Processes are primary structure supported by functions

CI initiatives integrated, prioritized and resourced by strategy

Transformation

PBM goals & objectives are part of the organization’s culture

Alignment of integrated processes and strategy

Process performance tied to incentives

Integration

Transition

Process Council assumes ownership of PBM

Cross process integration and measurement

PBM transformation is part of goals & objectives

Managing

Processes

Foundation

Engagement

Process teams operational

Managing individual processes

Goals & objectives based on process

Discovery

Process governance

Classification framework

Process teams launched

Commitment

Pockets of process success

PBM implementation strategy

Executive support

Awareness

Minimal process efforts

PBM Assessment completed

Global Leadership in Cost, Process and Performance Management

Source: CAM-I/ATI PBM Program 2006


University and professional affiliations

Kellogg (Northwestern)

The University of Akron

Babson College

Gutenberg University

Naval Postgraduate School

US Coast Guard Academy

Arizona State University

Great Lakes Institute of Management – Chennai, India

HEC Montréal

Institute of Management Accountants

Metropolitan State University

PDES, Inc

Texas State University

University of Texas, Austin

Wake Forest University

University of Virginia

Yonsei University – Seoul, Korea and Korea Economic Daily

University and Professional Affiliations

Global Leadership in Cost, Process and Performance Management


Deliverables
Deliverables

Delivered –

Blue Book - Marginal Analytics & Resource Consumption Accounting

The Armed Services Interest Group Phase II Lean Six Sigma Survey

In Progress –

Management Accounting Guidelines on Process Based Management (Feb 09)

Target Costing

Data dictionary for manufacturing models

Technical bulletin “Involving the Extended Value Chain in a Target Costing/Life Cycle Cost Process Model”

Risk Management

A model for an approach to integrating risk, cost, and performance management; an implementation methodology for that approach, key success criteria and pitfalls to avoid, and new elements of risk management to consider.

Performance Management Survey (CAM-I/CMA conference 2008)

Levels and maturity of Performance Management

Armed Services Interest Group -

A Blue Book on Lean Six Sigma Best Practices in the Armed Services (March 2009)

Global Leadership in Cost, Process and Performance Management


Next cam i members meetings
Next CAM-I Members Meetings

  • March 8th -11th 2009 – San Diego, CA

    Keynote speaker – Dave Clifton USMC status

    Performance Management Maturity map deliverable

  • June 8th – 10th 2009 – Austin, Texas

  • September 7th – 10th 2009 – Washington, DC

  • December 7th to 9th, 2009 – San Antonio, Texas

Global Leadership in Cost, Process and Performance Management


Cam i events
CAM-I Events

  • The next CMA/CAM-I conference

    Calgary – 14th to 16th October 2009

Global Leadership in Cost, Process and Performance Management


Cam i publications
CAM-I Publications

Global Leadership in Cost, Process and Performance Management


Cam i strategic management process model
CAM-I Strategic Management Process Model

Customer/Market

Decision Domains

Strategic Management Processes

Activity-Based Cost Management

Capacity Management

Target Costing

Closed Loop Planning and Budgeting

Extended Enterprise

Process Management

Integrated Performance Management

Risk Management

Asset Management

Product

Process

Resource

Global Leadership in Cost, Process and Performance Management


Activity based costing the cam i cross
Activity-Based CostingThe CAM-I Cross

Resources

Cost Drivers

(Causes of Cost)

Performance

Measures

Activities

Cost Objects

(Products, Services

or Customers)

CAM-I (Consortium for Advanced Management-International)

Global Leadership in Cost, Process and Performance Management


Cam i board of directors
CAM-I Board of Directors

Srikant Sastry

Grant Thornton

Chairman

Todd Scaletta

CMA Canada

Jennifer Holmes

Navistar

George Millush

Chrysler – (Retired)

Ms. Nancy Thomas

CAM-I

Member Services

Ashok G. Vadgama

CAM-I

President and Treasurer

Keith Hallin

Whirlpool Corporation

CAM-I Futures Forum

Dr. Bala Balachandran – Northwestern - Kellogg, Great Lakes Institute of Management

Global Leadership in Cost, Process and Performance Management


Contacts
Contacts

Ashok G. Vadgama President

[email protected]

Phone: (512) 617-6428

Nancy Thomas

Member Services

[email protected]

Phone: (817) 426-5744

Global Leadership in Cost, Process and Performance Management


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