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QFH Consulting, LLC Business Development & Capture Management Lean Six Sigma Program Deployment & Management IT Program Management & Program Performance.

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Presentation on theme: "QFH Consulting, LLC Business Development & Capture Management Lean Six Sigma Program Deployment & Management IT Program Management & Program Performance."— Presentation transcript:

1 QFH Consulting, LLC Business Development & Capture Management Lean Six Sigma Program Deployment & Management IT Program Management & Program Performance Q F H

2 What We Bring to Organization Executive Levels of Business Development Program Management & Quality Assurance Continuous Process 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 - Organizational Process Group CEG - Capture Excellence Group Business Development Capture Management Training Capture Excellence Subcontractor Management Chair - CEG Leadership and Performance at a Senior Level

3 Capture Elements Capture Manager levels Capture Management BOK Core BD processes Competitive Intelligence Customer Value Proposition BD Training Lean Collaboration Environments Requirements Definition DFSS - QFD and TKO Lean Six Sigma (LSS) deployment Mission Success Vision Customer Relations and Intimacy Mid-Course Reviews Program Failure Modes TKOs for BD or PM LSS Training - LLT - GB - BB LSS Deployment LSS for Customers Workbench and Toolkit USS Nimitz / International Root Cause Analysis We Offer Enterprise Training Business Development Lean Six Sigma (LSS)

4 Enterprise Wide Lean Six Sigma Deployment

5 Lean Six Sigma Accomplishments AWE - UKCeramic LabLabor & Materials processing$ 3.5M AWE - UKReadingProposal for MOD$ 15M value NAVAIR AirSpeedUSS NimitzOnboard KaizensUnknown USS NimitzOil Change Kaizen$ 18M/yr Oceana NASSupply Chain Mgmt$ 0.8M/yr NSIPS, New OrleansS/W RefreshS/W Refresh process$ 11M / yr DHS, USCISUSCIS, I-94VSM Baseline for metricsN/A USCIS, I-94I-94 QA Process50% reduction in errors NASA ODINLaRCSeat Mgmt/Refresh80% reduction in turn-around 45% reduction in resolution time established 18 month "Pilot" cycle NASA ODINHuntsvilleSeat Mgmt/Refresh50% reduction in problem resolution 1st of rollout to 10 sites, similar results DTRA Service Desk MgmtITIL management VSMEstablished 200+ metric points ITSMTier Kaizen65% reduction in response time 55% reduction in resolution time LM IS&GS Prop Ops (POPS)Human Resource Utilization$ 3M / yr savings LM IS&GS Prop Ops (POPS)TKO in Reqs Analysisest. 30% win rate increase Energy - utilities REC, NOVA, SMECCustomer response time65% increase in satisfaction PolyOneIndustrialQA Kaizen - sampling45% decrease in product returns

6 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

7 OPG=Organizational Process Group CMMI=Capability Maturity Model – Integrated ITIL=Information Technology Infrastructure Library ISO=International Standards Organization VSM=Value Stream Mapping Continuous Process Improvement Life Cycle PAL (Process Asset Library) Gap Analysis Improvement Events & Projects Lean Six Sigma Program Policies QMS Deploy Review (OPG, IPT, Stakeholder) Adjust Command Media and Training Update PEP Plan with Deployment Schedule Build Current State VSM (PAL media) CMMI Process Areas ISO Clauses ITIL Best Practices Customer Needs Project Needs Core PM Processes

8 We Will Help Increase Your ROI (Return on Investment) ROIC COGS Revenue Working Capital OPERATING EXCELLENCE Execution Savings Efficiencies Fixed Assets Goodwill Income Investment ÷ = - + = = + %Complete Deliveries Milestones Services Labor Material Overhead Orders/ Pricing Systems Facilities Equipment Receivables Payables/ Advances Inventory Acquisitions The arrow indicates the direction that the particular dollars, percentages, or days need to move to increase ROIC.

9 We Can Leverage LSS for CMMI, ISO, or ITIL 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

10 Common Approach Lean Six Sigma Addresses Numerous CMMI Requirements Define Process & Customer Value Measure Capability to Meet Customer Needs Improve & Innovate Process to Meet Customer Needs Analyze Process for Improvement Areas Input-Process-Output Process Flow Diagram Quality Function Deployment Define CTQs Cause & Effect FMEA MSA Variation Process Capability Sigma & DPMO Levels Standard Operating Procedures SPC Process Metrics Process Modification Brain Storming DOE Control Process and Sustain Performance Value Stream As-is Process Waste Identification Flow Diagrams Pull System Analysis To-be Process Value Stream Analysis Time Value Mapping Cycle Time & Efficiency Kaizen Lean Processes Brain Stroming 6s Applications Visual Controls Mistake Proofing Standard Work Lean Principles Value - Value Stream - Flow - Pull - Perfection Six Sigma Principles Customer Focus - Data Driven - Reduce Variation - Results Oriented Operational Excellence

11 Support for Program Management

12 Process Improvement Capture management Program Performance Mid-Course Review Business Growth Customer Relationship Management Our Typical Program Support Program Manger Business Mgt OperationsEngineering Small/Mid-size Program Improvement Leadership Team Blackbelts Major Program or Business Area A tailored solution for your business needs! Program Executive Business Mgt OperationsEngineering Lean Six Sigma Program Director Black Belt

13 Support for Program Management Processes Project Planning Road Map, Excellence Plan, PM Plan Project Planning Road Map, Excellence Plan, PM Plan Performance Meas. SLA and Operational Performance Performance Meas. SLA and Operational Performance Monitor & Control MS & EV tracking, Customer Satisfaction Monitor & Control MS & 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 Assurance Customer and Company Standards Quality Assurance Customer and Company Standards Subcontract Mgt IPT Oriented Value Stream Focused Subcontract Mgt IPT 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 Ensure Consistent Outstanding Performance 8 Core Processes of Program Management (CMMI Compliant)

14 Reducing Program Risk Through TKO (Technical Kick Off) Boundary Diagram DFMEA PFMEA Parameter Diagram QFD Structured Process Support of Risk Management

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

16 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

17 Timing and Types of the TKO

18 Compile List of All Planned Program Subcontracts Conduct Program Level Risk Evaluation Meeting Review Risk Evaluation Results with Key Program Leadership Establish TKO Execution Plan and Embed in PEP & IMS Step 1 Including: SupplierSupplier Subcontract DescriptionSubcontract Description Responsible SPMResponsible SPM Participants Included: SPMSPM Key IPT LeadsKey IPT Leads Other SME as reqdOther SME as reqdOutputs: Updated PEPUpdated PEP Updated IMSUpdated IMS Approved TKO PlanApproved TKO Plan Step 2 Step 3 Step 4 TKO Program Assessment Process Steps Creates ranked priority list of TKO events required for a program Priority is reviewed and agreed upon by program leadership Planned events are then included on programs Program Excellence Plan (PEP) & Integrated Master Schedule (IMS) to assure program level tracking and accountability

19 We Help You Avoid The Common Program Failure Modes

20 GAO – Why programs Fail Requirements Instability (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

21 Four Program Failure Modes in 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

22 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)

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