QFH Consulting, LLC

Business Development & Capture Management

Lean Six Sigma Program Deployment & Management

IT Program Management & Program Performance

QFH

What We Bring to Organization

Executive Levels ofBusiness DevelopmentProgram Management& Quality Assurance

ContinuousProcess Improvement

Program Management

• Program Performance Management Compliance to KPIs

• Coordinate Program & performance Reviews

• “Yellow-Red” Recovery

• EVM Support

• Lean Six Sigma Program

• Certifications/Assessments/

• Core Process Deployment

• Lean Six Sigma Training

LSS for Leadership

Green Belt and Black Belt

• Operational Excellence Group and IPTs

• Chair – OPG (CMMI, ITIL)

OPG - OrganizationalProcess Group

CEG - Capture Excellence Group

Business Development

• Capture Management Training

• Capture Excellence

• Subcontractor Management

• Chair - CEG

Leadership and Performance at a Senior Level

Capture ElementsCapture Manager levelsCapture Management BOKCore BD processesCompetitive IntelligenceCustomer Value Proposition

BD TrainingLean Collaboration EnvironmentsRequirements DefinitionDFSS - QFD and TKO

Lean Six Sigma (LSS) deploymentMission Success VisionCustomer Relations and IntimacyMid-Course ReviewsProgram Failure ModesTKOs for BD or PM

LSS Training - LLT - GB - BBLSS DeploymentLSS for CustomersWorkbench and ToolkitUSS Nimitz / InternationalRoot Cause Analysis

We Offer Enterprise Training

Business Development

Lean Six Sigma (LSS)

Enterprise WideLean Six Sigma

Deployment

Lean Six Sigma Accomplishments

AWE - UK Ceramic Lab Labor & Materials processing $ 3.5MAWE - UK Reading Proposal for MOD $ 15M valueNAVAIR AirSpeed USS Nimitz Onboard Kaizens Unknown USS Nimitz Oil Change Kaizen $ 18M/yr Oceana NAS Supply Chain Mgmt $ 0.8M/yrNSIPS, New Orleans S/W Refresh S/W Refresh process $ 11M / yrDHS, USCIS USCIS, I-94 VSM Baseline for metrics N/A USCIS, I-94 I-94 QA Process 50% reduction in errorsNASA ODIN LaRC Seat Mgmt/Refresh 80% reduction in turn-around 45% reduction in resolution time established 18 month "Pilot" cycleNASA ODIN Huntsville Seat Mgmt/Refresh 50% reduction in problem resolution 1st of rollout to 10 sites, similar results

DTRAService Desk Mgmt ITIL management VSM Established 200+ metric points

ITSM Tier Kaizen 65% reduction in response time 55% reduction in resolution time

LM IS&GSProp Ops (POPS) Human Resource Utilization $ 3M / yr savings

LM IS&GSProp Ops (POPS) TKO in Reqs Analysis est. 30% win rate increase

Energy - utilitiesREC, NOVA, SMEC Customer response time 65% increase in satisfaction

PolyOne Industrial QA Kaizen - sampling 45% decrease in product returns

6

Highlights as a LSS Practitioner

• $20M savings for US Navy over 2 years w/ two SIAs NSIPS)

• Lean Six Sigma adopted by USAF – AFSO21 (Lead)

• Lean Six Sigma Program manager – Operating Excellence

• Personally requested by international customers (AWE-UK)

• $18M savings for a $7 fix – NAVAIR AIRSpeed

OPG=Organizational Process GroupCMMI=Capability Maturity Model – IntegratedITIL=Information Technology Infrastructure LibraryISO=International Standards OrganizationVSM=Value Stream Mapping

Continuous Process Improvement Life Cycle

PAL(Process Asset

Library)

Gap AnalysisImprovement Events

& Projects

Lean Six Sigma ProgramPolicies

QMS

Deploy

Review (OPG, IPT, Stakeholder)Adjust

CommandMedia and Training Update PEP Plan with

Deployment Schedule

Build Current State VSM (PAL media)

CMMI Process Areas

ISO Clauses

ITIL Best Practices

CustomerNeeds

Project Needs

Core PM Processes

We Will Help Increase Your ROI (Return on Investment)

ROICROIC

COGS

Revenue

WorkingCapital

OP

ER

AT

ING

EX

CE

LL

EN

CE

Exe

cuti

on

Sav

ing

sE

ffic

ien

cies Fixed

Assets

Goodwill

Income

Investment

÷ =

-

+

=

=

+

%Complete

Deliveries

Milestones

Services

Labor

Material

Overhead

Orders/Pricing

Systems

Facilities

Equipment

Receivables

Payables/Advances

Inventory

AcquisitionsThe arrow indicates the direction that the particular dollars, percentages, or days need to move to increase ROIC.

We Can Leverage LSS for CMMI, ISO, or ITIL

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

1 Performed

0 Incomplete

Level 3 requires objective evidence against an “organization” (approximately 12 months worth) to demonstrate a defined managed process.

Lean Six Sigma quantitative metrics support Level 4 and data-driven continual improvement is Level 5

An entire organization must rate at least Level 3, while individual processes may be awarded Level 4 or 5 maturity status

Support for Program

Management

Process Improvement Capture management

Program PerformanceMid-Course ReviewBusiness Growth

Customer Relationship Management

Our Typical Program Support

Program Manger

BusinessMgt

Operations Engineering

Small/Mid-size ProgramImprovement

Leadership Team

Blackbelts

Major Program or

Business Area

A tailored solution for your business needs!

Program Executive

BusinessMgt

OperationsEngineering

Lean Six Sigma Program Director

Black Belt

Support for Program Management Processes

Project PlanningRoad Map, Excellence

Plan, PM Plan

Project PlanningRoad Map, Excellence

Plan, PM Plan

Performance Meas.SLA and Operational

Performance

Performance Meas.SLA and Operational

Performance

Monitor & ControlMS & EV tracking,

Customer Satisfaction

Monitor & ControlMS & EV tracking,

Customer Satisfaction

Risk Mgt.Risk/Opportunity Assessment, TKO

Risk Mgt.Risk/Opportunity Assessment, TKO

Requirements Mgt.Stakeholder Needs

traced to deliverables

Requirements Mgt.Stakeholder Needs

traced to deliverables

Configuration Mgt.Governance, CCB,

Accounting & Reporting

Configuration Mgt.Governance, CCB,

Accounting & Reporting

Quality AssuranceCustomer and Company

Standards

Quality AssuranceCustomer and Company

Standards

Subcontract MgtIPT Oriented

Value Stream Focused

Subcontract MgtIPT Oriented

Value Stream Focused

Training• PAL: Self Paced

Modules• Lean Six Sigma• Capture Management• BD & Capture

Management Processes

Program Reviews• Qtrly, Independant,

Performance Reviews• DFSS: Risk Mgmt.

Action Plans• Program Excellence

Plan• Program Roadmap• Year One Plan

ProcedureWork

Product

StandardGuidelines

Role

1.0 -------------------

2. 0----------

Template

Process Components

Checklist

Training Module

ProcedureWork

Product

StandardGuidelines

Role

1.0 -------------------

2. 0----------

Template

Process Components

Checklist

Training Module

Ensure Consistent Outstanding Performance

8 Core Processes of Program Management (CMMI Compliant)

Reducing Program RiskThrough TKO

(Technical Kick Off)Boundary Diagram

DFMEA

PFMEA

ParameterDiagram

QFD

Structured

Process

Support of Risk Management

• The TKO process is an accelerated, structured process for identifying risk early in the program/subcontract lifecycle

Identify key actions to reduce program/subcontract riskIdentify key actions to reduce program/subcontract risk

• Using a structured process, proven tools, in collaborative environment, TKO provide the ability to:

• Pull technical risk further forward in the Design process• Surface potential failure modes for critical technical

parameters• Capture a quantifiable technical risk baseline• Feeds the program’s risk management process• Reinforces multi-functional acknowledgement, concurrence

and accountability of technical risk• Further integrates the team (SMT or IPT) increased

understanding of mutual objectives

TKO/PKO Overview

Knowledge Development & Training

Leadership Support &

Pilot Deployment

Leadership & Organizational Planning Initiation

Growth & Feedback

Deployment

Organizational Adoption through Process & Culture

Identifying Facilitator Candidates

Initial Briefings, Resource Authorization

Establishing Goals and Planning Deployment

Review and Capture of Results, Expanding Across Organization

Integration into Business Processes and upfront Planning

Dynamic Augmentation & Sustainment

Assess Business Current and Future Needs and TKO/PKO Capability

Pilot and Develop New Applications

TKO/PKO Strategic Deployment Model

Acquiring Tools and Training

Establish Champions and Organizational Coordination

Initiate Metrics Collection and Review Rhythms

Obtain Higher Maturity

Deployment

Timing and Types of the TKO

We Help You AvoidThe Common

Program Failure Modes

GAO – Why programs Fail

RequirementsInstability

(Influence)

Contractor Performance

(Control)

Funding Instability

(Influence)

• *1996 -2005 congressional changes to procurement Requests is 20 - 30 %

• *Requirements, budget and Acquisition processes are not connected organizationally.

• *Tenure and experience lacking

• Red and yellow program tracking

- Systems & software - SCM - Program Transition /

Start up

Pain point – root cause and Countermeasure required

Not optimal – continuous Improvement required

Watch item – LSI, Keep Sold programs,fixed priced development

* Defense Acquisition Performance Assessment Report – 2006

Four Program Failure Modesin the IT Federal Sector

• SW Engineering Requirements• Customer Requirements• Subcontract Management• Start-up/Transition

Common Program Failure Modes

Leverage of Lean Six Sigma methodologies along with Best Practices can reduce or eliminate these failures

In Summary … We Bring …

• Executive level advisory and support role

• Accomplished Capture Management

• Enterprise level Lean Six Sigma Deployment and Practice

• Integration of LSS and Business Development

• Program Management – EVM

• Risk Management – Requirements Analysis

• International experience (LSS and BD)

Integration of Lean Six Sigma with Business Development and Program Management leads to sustained performance and business growth.

– “This is What I Do” (qfh)

QFH