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

1. QFH Consulting, LLC
Business Development
& Capture Management
IT Program Management
& Program Performance
Lean Six Sigma Deployment
& Management
Taking Your Business Development to the Next Level
Q
F
H

2. What Quinn Brings to an Organization
Leadership 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. Business Development
&
Capture Management
Crafting of winning proposals

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. Quick Capture Decision Tree
• Executive Level Bid or
No-Bid Decision
• Quick Response RFP
• Limited BD Resources
• Small to Mid-Tier
Organizations
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6. Or … Full Lifecycle Methodology
Business Opportunity Management Lifecycle
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7. Proposal Management
Or … creating an Integrated
Program Framework
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8. Proposal Management as an
Integrated 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
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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. Support for
Program
Management
… and crafting the
Management Volume

11. Typical Program Support
Process Improvement
Capture management
Program Program Performance Lean Six Sigma
Black 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 Blackbelts
Tailored solutions for the
enterprise needs!

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. 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. 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. Timing and Types of the TKO

16. Enterprise Wide
Lean Six Sigma
Deployment
… or, crafting Excellence in Program
Performance for the customer

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. 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
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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. Prevention of
Program Failure
Modes
… or, Risk Identification and Risk
Mitigation into the proposal effort

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, Keep
Pain point – root cause and Not optimal – continuous
Sold programs,
Countermeasure required Improvement required
fixed priced development
* Defense Acquisition Performance Assessment Report – 2006

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. 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)

24. QFH
www.qfhconsulting.com 240-338-4807