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QFH Consulting, LLC    Business Development           & Capture Management    IT Program Management          & Program Per...
What Quinn Brings to an OrganizationLeadership and Performance at a Senior Level                                       Exe...
Business Development         &Capture ManagementCrafting of winning proposals
Capture Accomplishments DOD: AFSPC Uni-Com – ($360M) CENTCOM – ($35M) NAVAIR AIRSpeed– ($65M)                             ...
Quick Capture Decision Tree• Executive Level Bid or  No-Bid Decision• Quick Response RFP• Limited BD Resources• Small to M...
Or … Full Lifecycle Methodology    Business Opportunity Management Lifecycle                                              ...
Proposal ManagementOr … creating an IntegratedProgram Framework                              7
Proposal Management as anIntegrated Program Framework                                       Program              Program A...
Enterprise Training Capabilities   Business Development    Capture Elements    Capture Manager levels            Lean Six ...
Support for  Program Management… and crafting theManagement Volume
Typical Program Support                                        Process Improvement                                        ...
Support of Program Management Processes     8 Core Processes of Program Management (CMMI Compliant)   Project Planning    ...
Support of Risk Management Reducing Program Risk        through   Technical Kick Off             PFMEA                    ...
TKO/PKO Overview •   TKO/PKO is a specialized subset of advanced Lean Six Sigma     methodologies •   The TKO process is a...
Timing and Types of the TKO
Enterprise Wide Lean Six Sigma  Deployment… or, crafting Excellence in ProgramPerformance for the customer
Lean Six Sigma Accomplishments   AWE - UK         Ceramic Lab    Labor & Materials processing   $ 3.5M   AWE - UK         ...
Highlights as a LSS Practitioner  • Certified Master Black Belt and SME (Subject Matter Expert)  • $20M savings for US Nav...
Lean Six Sigma Addresses Numerous CMMI Requirements                                                                       ...
Prevention of    Program Failure        Modes… or, Risk Identification and RiskMitigation into the proposal effort
GAO – Why programs Fail      Requirements                                            Contractor                    Funding...
Common Program Failure Modes  Four Program Failure Modes  in the IT Federal Sector            • SW Engineering Requirement...
In Summary … I Bring …   • Executive level advisory and support role   • Accomplished Capture Management   • Enterprise le...
QFHwww.qfhconsulting.com         240-338-4807
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QFH Consulting Capabilities

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Short presentation o ncore competencies and capabilities that QFH Consulting brings to an organization.

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QFH Consulting Capabilities

  1. 1. QFH Consulting, LLC Business Development & Capture Management IT Program Management & Program Performance Lean Six Sigma Deployment & ManagementTaking Your Business Development to the Next Level Q F H
  2. 2. What Quinn Brings to an OrganizationLeadership and Performance at a Senior Level Executive Levels of Business Development CEG - Capture Program Management OPG - Organizational Excellence Group & Quality Assurance Process Group Continuous Program Management Business Development Process Improvement • Program Performance Management • Lean Six Sigma Program • Capture Management Success Compliance to KPIs • Certifications/Assessments/ • Capture Management Training • Coordinate Program & performance • Core Process Deployment Reviews • Capture Excellence • Lean Six Sigma Training • “Yellow-Red” Recovery  Green Belt and Black Belt • Subcontractor Management • Operational Excellence and IPTs • Chair - CEG • EVM Support • Chair – OPG (CMMI, ITIL)
  3. 3. Business Development &Capture ManagementCrafting of winning proposals
  4. 4. Capture Accomplishments DOD: AFSPC Uni-Com – ($360M) CENTCOM – ($35M) NAVAIR AIRSpeed– ($65M) Work on over Civil: 31 proposals 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) State & Local: Texas DIR – ($416M) International: AWE-UK Ministry of Defense (MOD) – (£18M)
  5. 5. Quick Capture Decision Tree• Executive Level Bid or No-Bid Decision• Quick Response RFP• Limited BD Resources• Small to Mid-Tier Organizations 5
  6. 6. Or … Full Lifecycle Methodology Business Opportunity Management Lifecycle 6
  7. 7. Proposal ManagementOr … creating an IntegratedProgram Framework 7
  8. 8. Proposal Management as anIntegrated Program Framework Program Program Artifacts Organization Process integrated via SOW, Structure Standards IMP number Work Integrated RFP Statement of Work Breakdown Integrated Master Plan Master BOEs Structure Schedule Work Schedule & Statement of Integrated Breakdown Cost Work Master Plan Structure Baselines Contract Fully-integrated cost/ schedule Organization & Program baseline (PMB) for effective Team Structure Plans & SOPs Program Management 8
  9. 9. Enterprise Training Capabilities Business Development Capture Elements Capture Manager levels Lean Six Sigma (LSS) Capture Management BOK Core BD processes Proposal Management Lean Six Sigma (LSS) deployment Competitive Intelligence Mission Success Vision Customer Value Proposition Customer Relations and Intimacy Mid-Course Reviews BD Training Program Failure Modes Lean Collaboration Environments TKOs for BD or PM Requirements Definition DFSS - QFD and TKO LSS Training - LLT - GB - BB LSS Deployment LSS for Customers Workbench and Toolkit Tailored training material USS Nimitz / International Root Cause Analysis starting Day One!
  10. 10. Support for Program Management… and crafting theManagement Volume
  11. 11. Typical Program Support Process Improvement Capture management Program Program Performance Lean Six SigmaBlack Belt Manger Program Mid-Course Review Program Executive Business Growth Director Customer Relationship Management Business Business Operations Engineering Engineering Operations Mgt Mgt Improvement Small/Mid-size Program Leadership Team Major Program or Business Area BlackbeltsTailored solutions for theenterprise needs!
  12. 12. Support of Program Management Processes 8 Core Processes of Program Management (CMMI Compliant) Project Planning Monitor & Control Performance Meas. Risk Mgt. Road Map, Excellence MS & EV tracking, SLA and Operational Risk/Opportunity Plan, PM Plan Customer Satisfaction Performance Assessment, TKO Action Plans • Program Excellence Training Plan • PAL: Self Paced • Program Roadmap Modules • Year One Plan • Lean Six Sigma • Capture Management • BD & Capture Program Reviews Management • Qtrly, Independant, Processes Performance Reviews • DFSS: Risk Mgmt. Requirements Mgt. Configuration Mgt. Quality Assurance Subcontract Mgt Stakeholder Needs Governance, CCB, Customer and Company IPT Oriented traced to deliverables Accounting & Reporting Standards Value Stream Focused Ensure Consistent Outstanding Performance
  13. 13. Support of Risk Management Reducing Program Risk through Technical Kick Off PFMEA Boundary Diagram (TKO) Structured Process Parameter DFMEA Diagram QFD … or crafting Quality Assurance in the Technical Volume for Program Execution
  14. 14. TKO/PKO Overview • TKO/PKO is a specialized subset of advanced Lean Six Sigma methodologies • The TKO process is an accelerated, structured process for identifying risk early in the program/subcontract lifecycle • 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 Identify key actions to reduce program/subcontract risk
  15. 15. Timing and Types of the TKO
  16. 16. Enterprise Wide Lean Six Sigma Deployment… or, crafting Excellence in ProgramPerformance for the customer
  17. 17. 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 Service Desk DTRA Mgmt ITIL management VSM Established 200+ metric points ITSM Tier Kaizen 65% reduction in response time 55% reduction in resolution time Prop Ops LM IS&GS (POPS) Human Resource Utilization $ 3M / yr savings Prop Ops LM IS&GS (POPS) TKO in Reqs Analysis est. 30% win rate increase REC, NOVA, Energy - utilities SMEC Customer response time 65% increase in satisfaction PolyOne Industrial QA Kaizen - sampling 45% decrease in product returns
  18. 18. Highlights as a LSS Practitioner • Certified Master Black Belt and SME (Subject Matter Expert) • $20M savings for US Navy over 2 years w/ two SIAs (NSIPS) • Lean Six Sigma adopted by USAF – AFSO21 (Lead) • $18M savings for a $7 fix – NAVAIR AIRSpeed (at sea deployment) • Personally requested by international customers (AWE-UK) • Lean Six Sigma Program Manager – Operating Excellence 18
  19. 19. Lean Six Sigma Addresses Numerous CMMI Requirements Operational Excellence • Standard Operating Procedures • SPC • Process Metrics Control Process and • Process Modification Sustain Performance • Mistake Proofing • Brain Storming • Standard Work • DOE Improve & Innovate Process • Cause & Effect to Meet Customer Needs • Kaizen • FMEA • Lean Processes • MSA • Brain Stroming • Variation Analyze Process for • 6s Applications • Process Capability Improvement Areas • Sigma & DPMO Levels • Visual Controls • Waste Identification• Input-Process-Output Measure Capability to • Flow Diagrams• Process Flow Diagram Meet Customer Needs • Pull System Analysis• Quality Function Deployment • To-be Process• Define CTQ’s Define Process & Customer Value • Value Stream Analysis • Time Value Mapping • Cycle Time & Efficiency • Value Stream • As-is Process
  20. 20. Prevention of Program Failure Modes… or, Risk Identification and RiskMitigation into the proposal effort
  21. 21. GAO – Why programs Fail Requirements Contractor Funding Instability Performance Instability (Influence) (Control) (Influence) • *Requirements, budget • Red and yellow • *1996 -2005 and Acquisition processes program tracking congressional are not connected changes to organizationally. - Systems & software procurement - SCM Requests is • *Tenure and experience - Program Transition / 20 - 30 % lacking Start up Watch item – LSI, KeepPain point – root cause and Not optimal – continuous Sold programs,Countermeasure required Improvement required fixed priced development* Defense Acquisition Performance Assessment Report – 2006
  22. 22. Common Program Failure Modes Four Program Failure Modes in the IT Federal Sector • SW Engineering Requirements • Customer Requirements • Subcontract Management • Start-up/Transition Leverage of Lean Six Sigma methodologies along with Best Practices can reduce or eliminate these failures
  23. 23. 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 ProgramManagement Best Practices leads to sustained performance and growth. – “This is What I Do” (qfh)
  24. 24. QFHwww.qfhconsulting.com 240-338-4807

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