QFH Consulting, LLC

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 Leadership and Performance at a Senior Level Executive Levels of Business Development Program Management & Quality Assurance CEG - Capture Excellence Group OPG - Organizational Process Group Continuous Process Improvement Program Management Business Development • 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) • Capture Management Training • Capture Excellence • Subcontractor Management • Chair - CEG

3. We Offer Enterprise Training Lean Six Sigma (LSS) 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 Business Development 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

4. Lean Enterprise Wide Lean Six Sigma Deployment

5. Lean Six Sigma Accomplishments

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) • $18M savings for a $7 fix – NAVAIR AIRSpeed • Personally requested by international customers (AWE-UK) • Lean Six Sigma Program manager – Operating Excellence

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

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

9. Lean Six Sigma quantitative metrics support Level 4 and data-driven continual improvement is Level 5 Level 3 requires objective evidence against an “organization” (approximately 12 months worth) to demonstrate a defined managed process. An entire organization must rate at least Level 3, while individual processes may be awarded Level 4 or 5 maturity status We Can Leverage LSS for CMMI, ISO, or ITIL

10. Support for Program Management

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

12. Support for Program Management Processes 8 Core Processes of Program Management (CMMI Compliant) Project Planning Road Map, Excellence Plan, PM Plan Monitor & Control MS & EV tracking, Customer Satisfaction Performance Meas. SLA and Operational Performance Risk Mgt. Risk/Opportunity Assessment, TKO • Action Plans • Program Excellence Plan • Program Roadmap • Year One Plan • Training • PAL: Self Paced Modules • Lean Six Sigma • Capture Management • BD & Capture Management Processes • Program Reviews • Qtrly, Independant, Performance Reviews • DFSS: Risk Mgmt. Requirements Mgt. Stakeholder Needs traced to deliverables Configuration Mgt. Governance, CCB, Accounting & Reporting Quality Assurance Customer and Company Standards Subcontract Mgt IPT Oriented Value Stream Focused Ensure Consistent Outstanding Performance

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

14. TKO/PKO Overview • The TKO process is an accelerated, structured process for identifying risk early in the program/subcontract lifecycle • 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 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. TKO/PKO Strategic Deployment Model Obtain Higher Maturity Deployment Knowledge Development & Training Identifying Facilitator Candidates Acquiring Tools and Training Leadership Support & Pilot Deployment Establish Champions and Organizational Coordination Initial Briefings, Resource Authorization Leadership & Organizational Planning Initiation Establishing Goals and Planning Deployment Initiate Metrics Collection and Review Rhythms Growth & Feedback Deployment Review and Capture of Results, Expanding Across Organization Organizational Adoption through Process & Culture Integration into Business Processes and upfront Planning Dynamic Augmentation & Sustainment Pilot and Develop New Applications Assess Business Current and Future Needs and TKO/PKO Capability

16. Timing and Types of the TKO

17. We Help You Avoid The Common Program Failure Modes

18. GAO – Why programs Fail Contractor Performance (Control) Funding Instability (Influence) Requirements Instability (Influence) • *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 • *1996 -2005 congressional changes to procurement Requests is 20 - 30 % 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

19. 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

20. 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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