CMII Success Stories

The following are a few examples of the benefits being achieved by organizations implementing CMII. These success stories are taken from annual CMII conference proceedings, various publications or submitted directly.

Northrop Grumman
- - - and oh by the way, ICM is a great organization for all of us Configuration Management
folks. Your training has helped me greatly in my career. I've never had to look for a job!!
CMII Success Story by Judith Mills, CM/QA Manager, Northrop Grumman, January 18, 2012

When Ken Black asked Steve Ridlin to share his success story at the annual CMII conference, Steve said thanks, but I cannot get away. He then added the following:

While I have the chance, I would like to remind you of something. When I took courses V and VI from you in 2005, I asked how could we ever make progress when all I see at the classes are lower level people. You replied that we would go back to our companies and become those higher level people. I remember laughing at this notion. I am a guy who literally started at the lowest level working as an hourly employee. I only have an associate degree from a local technical school. So, me becoming a leader was unthinkable.

I came back and got promoted soon after. Then again in late 2007. I was promoted again to be the business process owner for our tire specification system. This is a worldwide position so you were smarter than I gave you credit for.

One last thing. Your discussion on intervention resources has really stuck with me. It is something I would like to make an impact on. I am not sure I can in my current role but is is where you really set me on fire. I can really say my CMII experience has served me well. Thanks again for the invitation. Thanks more for the inspiration you have been.
CMII Success Story by Steve Rigdon, Michelin, WebRef Deployment Global Project Leader, July 27, 2011

The Canadian Army Communication System in Afghanistan
When I inherited the position of Configuration Manager for the Canadian Army Communication System in Afghanistan in 2003, the System was functional but the baseline was not fully documented and we did not have any physical representation of what that very large System of Systems looked like. This made the Integrated Logistic Support and delivery of spare parts to the theatre an issue. We were in a grey zone and had been for the last 5 years.

Fresh from my CMII course and all fired up with this new knowledge and methodology, I hired the good will of the System Chief Engineer and the Contractor who supported us and we went to work, using all the CMII principles we could directly apply to the task.

In six weeks all backlogged issues were current, the entire system was fully documented, the functional and physical baselines were set and approved and the Contractor provided our office with the physical representation of what the System actually looked like at that approved release. The printout was about 10 feet wide and 5 feet high and took a whole wall. Everyone went to look at it, it was an impressive sight. Everyone involved could now work on the System knowing exactly were they fitted with their colleagues in charge of other parts of the System. It was 6 years ago, it has been kept up and regularly updated ever since. We have since saved millions by ordering the right parts for the right system at the right time thanks to our CMII Baselined System.

Bravo to CMII for a brilliant concept.
CMII Success Story by Liliane D. Esnard MSc P Eng PMP CMIIP Technical Data Requirements Manager, Director Material System Plans and Requirements, Canadian National Defense, October 29, 2010

NAVAIR and Intergraph Corporation
CMII JCMIS Success Stories – Managed by NAVAIR and Powered by Intergraph Corporation

The Joint Configuration Management Information System (JCMIS) application was CMII certified in 2005 as a web-based Configuration Management (CM) tool. By embracing and implementing the CMII methodology and principles into our software development process, we at Intergraph Corporation have evolved JCMIS into the premier web-based Product Lifecycle Management (PLM) tool widely used today by a diverse customer base. Prior to 2005, the customer base using JCMIS was minimal and limited to a few programs in the Department of Defense (DoD). Since CMII certification, Intergraph Corporation has expanded the JCMIS customer base to include:

Additional DOD Programs:

Goverment Agencies

The JCMIS software development team works closely with the customers to ensure design concepts and requirements meet their business process needs. Using the tailored JCMIS application, our customers have clear, concise, valid information at their finger tips to render informed business decisions. The JCMIS application is in continuous process improvement to meet the requirements of our growing customer base.
CMII JCMIS Success Stories by Keith Grant, NAVAIR and Dana Stearns, Intergraph, October 23, 2009

Delphi Automotive
During 2000-2005, Delphi's global implementation of CMII (on the product side) involved over 200 manufacturing sites and 40 technical centers. As a result, product quality and costs improved. Then, in October 2005, Delphi declared Chapter 11 bankruptcy. Expensive consultants were hired. Over $100 million in business process gaps were identified. Top management said "bring us the money, now!" But how? The consultants left. CMII for the administrative hierarchy was initiated. To date, over $117 million in cost reductions have been achieved. Additional cost avoidances were not tracked. Conclusion: Lessons learned on the product side can be applied to the administrative side.

It can surface issues that may have gone on unnoticed or unresolved for many years. Itis well worth the effort and is highly recommended.
Administrative Hierarchy - The Next Opportunity by Scott Wilks and David Dean, 2009 Annual CMII Conference

Of the 17 automotive companies in the Fortune 500 in 2008, Delphi was one of only seven that made a profit and Delphi's profit was greater than the other six combined.
Motor Vehicles and Parts, The Fortune 500, May 4, 2009

This is an update to the journey that Delphi E&S started with its CMII deployment in 1998. Within the E&S division, multi-million dollar savings are being recorded by way of the efficiencies that both the CMII process and supporting IT are generating. Sample statistics: LEAN — One change process for all applications;

Data Migration Within a CMII Controlled Environment by Delbert Anderson, 2007 Annual CMII Confierence

Psion Teklogic
This presentation will explain how we combined the CMII change management principles with the Lean Six Sigma process improvement methodology to implement a new Enterprise Change Management process at Psion Teklogix. As a result, we have reduced our end-to- end change process cycle time by more than 60%, providing significant annual efficiency savings for the organization which has over 1,000 employees worldwide.
CMII and Lean Six Sigma Delivering Enterprise Change Management by Gary Walker, 2009 Annual CMII Conference

Lockheed Martin
With 20 newly certified CMII graduates, we were enthusiastic about implemention but we realized we are in a traditional CM environment. Then a customer asked us to look at the new Item Unique Identification (IUID) directive. It was a perfect place to start applying the CMII processes. Due to clear, concise and valid requirements, stakeholder collaboration and enterprise-level planning enhanced by CMII, we established a middle-up CMII foundation that the company has embraced and we are committed to continue emphasizing the CMII philosophy well beyond IUID. This is the exciting beginning of a new era.
CMII Facilitates IUID Solutions, by Jeff Knight, 2007 Annual CMII Conference

Raytheon (IIS)
Eight years ago, we were selected to be the prime contractor for a large scale government effort — the Mission INtegration and Development (MIND) program involving four of the largest players in the defense industry. We, as the CM team, had to function as one team. We were committed to be the best CM team for our program and worked hard to embrace the CMII principles. We grew from a staff of 7 to 25 and, over the past 8 years, built an outstanding reputation. Program managers from outside our program have asked us to help them with CM. The MIND program was recently selected as one of the DoD's Top 5 Program Award Recipients. One last thought... what enables the wise CMII professional and the good Program Manager to achieve things beyond the ordinary is CMII. CMII Works!
High Five, by Dave Mickelberry, 2007 Annual CMII Conference

Auto-trol Technology
Use of the CMII methods for managing internal software development processes began at the Houston site in 1999. All project managers and application engineers at the Houston site were CMII certified. One measure of the CMII benefits is the number of customer-submitted problem reports. Using release series 4.x as the baseline, release series 5.x had a 64% reduction. Release series 6.x had a 97% reduction. Based upon the Houston success, a decision was made to implement the CMII process across all applications.
Why CMII? by Steve Spradlin and Bryan Oldham, 2005 Annual CMII Conference

When CMII certified in 1994, we were one manufacturing plant producing a few products per day. We had a large backlog of changes. The cost of change was too high (3 times the estimate) and took too long (77 days). We implemented the CMII fast-track change process. Result: 96% of all changes are fast track and complete within 48 hours. Costs came down 80%. In 2001, we merged resulting in two ERP systems, two sets of procedures and two cultures. In 2006, we merged again resulting in three ERPs, two PDMs, three sets of procedures, three cultures and three Regulatory agencies. CMII has been the basic set of principles of our growth. All three countries have standardized on the CMII process.
The Struggle to Take CMII Global by Doug Shelburne, 2006 Annual CMII Confierence

Arnold Air Force Base
We took a "smart" approach to configure over 50 years of facility record drawings. Our 250,000 drawing packages were not always complete, accurate or current. We began re-engineering the process in the 1990s. Our goal was to provide accurate configuration information to the people who do the work and manage change. Identified gaps included the change process which was not reliable, efficient or closed-loop. We developed a new tool to provide better access to drawings and ensure that only approved drawings are being used to do the work. We linked drawings to assets and work making the process more closed-loop and efficient. We used CMII practices and principles.
Improving Control of Drawings at AEDC by Brad McClure, ATA, 2006 Annual CMII Conference

Midwest ISO
We began improving our CM process in 2003. Senior management mandated adhering to best practicies and industry standards. Employees were required to participate in formal training courses in their areas of expertise. A new platform was introduced that consolidated the Help Desk, Change Management and Asset Management — allowing consistent tracking of requests, changes and business assets. The entire CM staff will be CMII certified by mid-2007. Basically, we are teaching old dogs new tricks within the company. Results? Outages that normally occur with high temperatures are now being avoided. Our CEO was congratulated by the Commissioner for work well done.
A Year of Planning and Achievement by Bob Sutter, Midwest ISO, 2006 Annual CMII Conference

Varian Semiconductors
PDM is to CM what PLM is to CMII. CMII and PLM expected benefits are the same. PLM is the technology, CMII is the business approach PLM strives to automate. The CMII characteristics of PLM tools are what organizations value most. PLM data structure and management are already defined by CMII.
How CMII Enables a Successful PLM Implementation by Rebecca Rettig, 2005 Annual CMII Conference

Hewlett Packard
When moving manufacturing globally, it makes sense to move CMII globally. Information needs to be very clear and concise when dealing with different job cultures. Information needs to be validated by users. Results of the global CMII process: Clear North America roles established for supporting long term CMII methodology. First person in Bangalore, India CMII certified.
Implementing CMI in a Global Environment by Jeff Wield/Kevin Plammons, 2005 Annual CMII Conference

Hewlett Packard
HP is enaged in a sweeping initiative to root out causes of inaccurate product information throughout HP's own complex supply chains. With CMII implementation underway, drametic results are already rolling in — for example catapulting one large HP division towards its goal of cutting in half both time-to-market and product development cost.
2001 HP Article published in the ICM 3rd Quarter News & Views

South African Air Force
It is my privilege and honour to address the opening of this first annual CMII conference in South Africa. This is a historical occasion because we need such a standard. Imagine the possibilities if all industries were CMII compliant. Mr Guess, since your presentation to the Air Force council in 2004, we have supported CMII and today we are proud of our graduates. They are spread throughout the country each influencing their environments, the CMII way. We all share the same hurdles and frustrations to implement CMII. Surely, this is an indication CMII is ahead of its technological time. We are confident of its contribution to the future of our country.
Opening Remarks by Brigadier General Tersia Jacobs, 2006 CMII Conference in South Africa

Introduction of CMII in Australia
Mr Guess, thank you for bringing the CMII courses to Australia. CMII is the best concept to hit CM since CM was invented. We now have the tools to improve our business for the long term. For once, we have'nt been presented with a bandaid fix for the triple bypass that is actually needed.
CMII Evaluation by Deborah Boneham after First CMII Series in Australia, December 2005