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Short presentation o ncore competencies and capabilities that QFH Consulting brings to an organization.
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Business Development
& Capture Management
IT Program Management
& Program Performance
Lean Six Sigma Deployment
& Management
QFH
Taking Your Business Development to the Next Level
QFH Consulting, LLC
What Quinn Brings to an Organization
Executive Levels of
Business Development
Program Management
& Quality Assurance
Continuous
Process ImprovementProgram 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
Green Belt and Black Belt
• Operational Excellence and IPTs
• Chair – OPG (CMMI, ITIL)
OPG - Organizational
Process Group
CEG - Capture
Excellence Group
Business Development
• Capture Management Success
• Capture Management Training
• Capture Excellence
• Subcontractor Management
• Chair - CEG
Leadership and Performance at a Senior Level
Business Development
&
Capture Management
Crafting of winning proposals
DOD:
AFSPC Uni-Com – ($360M)
CENTCOM – ($35M)
NAVAIR AIRSpeed– ($65M)
Capture Accomplishments
Civil:
DOE Hanford – HMSC ($3..5B)
NASA ODIN – ($65M)
NASA ACES /I3P – ($3.2B)
SSA ESS – ($600M)
CMS CITIC – ($200M)
DHS:
I-94 - ($90M)
IT NOVA– ($100M)
USCIS – ($150M)
International:
AWE-UK Ministry of Defense (MOD) – (£18M)
State & Local:
Texas DIR – ($416M)
Work on over
31 proposals
5
• Executive Level Bid or
No-Bid Decision
• Quick Response RFP
• Limited BD Resources
• Small to Mid-Tier
Organizations
Quick Capture Decision Tree
6
Business Opportunity Management Lifecycle
Or … Full Lifecycle Methodology
7
Proposal Management
Or … creating an Integrated
Program Framework
8
Work
Breakdown
Structure
Statement of
Work
Organization
Structure
Program
Process
Standards
Integrated
Master Plan
Integrated
Master
Schedule
BOEsRFP
Organization &
Team Structure
Schedule &
Cost
Baselines
Program
Plans & SOPs
Program Artifacts
integrated via SOW,
IMP number
Contract
Work
Breakdown
Structure
Statement of
Work
Integrated
Master Plan
Fully-integrated cost/ schedule
baseline (PMB) for effective
Program Management
Proposal Management as an
Integrated Program Framework
Enterprise Training Capabilities
Capture Elements
Capture Manager levels
Capture Management BOK
Core BD processes
Proposal Management
Competitive Intelligence
Customer Value Proposition
BD Training
Lean Collaboration Environments
Requirements Definition
DFSS - QFD and TKO
Business Development
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
Lean Six Sigma (LSS)
Tailored training material
starting Day One!
Support for
Program
Management
… and crafting the
Management Volume
Process Improvement
Capture management
Program Performance
Mid-Course Review
Business Growth
Customer Relationship
Management
Typical Program Support
Program
Manger
Business
MgtOperations Engineering
Small/Mid-size ProgramImprovement
Leadership Team
Blackbelts
Major Program or
Business Area
Tailored solutions for the
enterprise needs!
Program
Executive
Business
MgtOperationsEngineering
Lean Six Sigma
Program
Director
Black Belt
Support of Program Management Processes
Project PlanningRoad Map, Excellence
Plan, PM Plan
Performance Meas.SLA and Operational
Performance
Monitor & ControlMS & EV tracking,
Customer Satisfaction
Risk Mgt.Risk/Opportunity
Assessment, TKO
Requirements Mgt.Stakeholder Needs
traced to deliverables
Configuration Mgt.Governance, CCB,
Accounting & Reporting
Quality AssuranceCustomer and Company
Standards
Subcontract MgtIPT Oriented
Value Stream Focused
Training• PAL: Self Paced
Modules
• Lean Six Sigma
• Capture Management
• BD & Capture
Management
ProcessesProgram 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)
Boundary
Diagram
DFMEA
PFMEA
Parameter
Diagram
QFD
Structured
Process
Support of Risk Management
… or crafting Quality Assurance in the
Technical Volume for Program Execution
Reducing Program Risk
through
Technical Kick Off
(TKO)
• 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 a 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
• TKO/PKO is a specialized subset of advanced Lean Six Sigma
methodologies
Timing and Types of the TKO
Enterprise Wide
Lean Six Sigma
Deployment
… or, crafting Excellence in Program
Performance for the customer
Lean Six Sigma Accomplishments
AWE - UK Ceramic Lab Labor & Materials processing $ 3.5M
AWE - UK Reading Proposal for MOD $ 15M value
NAVAIR AirSpeed USS Nimitz Onboard Kaizens Unknown
USS Nimitz Oil Change Kaizen $ 18M/yr
Oceana NAS Supply Chain Mgmt $ 0.8M/yr
NSIPS, New Orleans S/W Refresh S/W Refresh process $ 11M / yr
DHS, USCIS USCIS, I-94 VSM Baseline for metrics N/A
USCIS, I-94 I-94 QA Process 50% reduction in errors
NASA ODIN LaRC Seat Mgmt/Refresh 80% reduction in turn-around
45% reduction in resolution time
established 18 month "Pilot" cycle
NASA 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
18
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 (at sea deployment)
• Certified Master Black Belt and SME (Subject Matter Expert)
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 CTQ’s
• 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
Operational
Excellence
Prevention of
Program Failure
Modes
… or, Risk Identification and Risk
Mitigation into the proposal effort
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 requiredNot optimal – continuous
Improvement required
Watch item – LSI, Keep
Sold programs,
fixed priced development
* Defense Acquisition Performance Assessment Report – 2006
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
In Summary … I 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 Business Development with Lean Six Sigma and Program
Management Best Practices leads to sustained performance and growth.
– “This is What I Do” (qfh)
QFHwww.qfhconsulting.com 240-338-4807
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