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