fkiquality overview 2014 09
DESCRIPTION
Who we are and what we can do for your company. We believe that prosperity must include company and workers. We face every challenge with the right thinking and tool: Lean Six Sigma, simulation, design of experiments, change management, training.TRANSCRIPT
CAPABILITIES OVERVIEW
Who we are and what we can dofor your company.
September, 2014
Prepared by:Francisco Pulgar-Vidal,
President, fkiQuality
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What is fkiQuality? A consultancy dedicated to
its clients’
operational excellence
through consulting,
training and coaching to
sustain high performance.
Operational excellence means
delivering goods and services that
customers want –
doing it faster, with higher quality
and lower costs.
We support your company with
methods that fit each problem,
including Lean, Six Sigma,
simulation, design of experiments
and data analytics.
We have helped clients improve all
types of operations.
Our consultants bring insight and
skill, leveraging about 20 years’
experience in industry and
consulting each.
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Sustained company prosperity
We believe that operational excellence is the basis for sustained company prosperity
Seek the prosperity of the
business.
Improving the way your company
delivers goods and services leads to
reducing all sort of hidden costs,
increasing your company’s
productivity.
From this internal strength, your
company will be poised to gain
customers and grow in its market.
Prosperity starts with excellent
operations.
Seek the prosperity of the
workers.
Factories and businesses do not run
themselves and savings do not
happen on their own.
Managers and associates must want
to make gains in productivity and
innovation, improving their jobs
every day.
So, create a production environment
where employees are willing to apply
their best efforts and start a spiral of
growth.
Prosperity requires the
contributions of all employees.
Based on the chain reaction by W. Edwards Deming.
Operational excellence
Reduce costsRaise
productivityIncrease
market shareStay in
businessProvide
jobs
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fkiQuality supports your company’s excellence in operations
We provide three main services:
1. Strategy implementation
2. Operational excellence through speed and consistency
3. Training to sustain excellence performance
We help clients across many industries, business functions and
geographies.
Strategy Implementation
1
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SIMPLEST:Simulate to implement strategies
Most strategic projects define a
future state and a transformation
route, but do not provide a way to
test the route.
SIMPLEST can
predict obstacles along the road,
quantify their severity, and
find less risky courses of action.
You will get a window into the
transformation of your business.
SIMPLEST leverages the
strengths of
system dynamics,
process simulation,
organizational change,
data analytics and lean
enterprise.
Typical strategic project
Simulate to implement strategies – SIMPLEST
For each change scenario
Define TO-BE and change
route
Postulate change
scenarios (sys dyn)
Simulate operating capability
against KPIs
Simulate organizational
friction and cost
Identify best course of
action
Implement, monitor
against plan, close gaps
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SIMPLEST –direct sales example
A direct sales company must
increase revenue per sales
consultant.
So far they have relied on direct
incentives such as gifts for
reaching personal sales targets.
Too bad their competition does
the same.
How to earn
sales consultants loyalty?
How to activate this
enormous potential?
First found out which factors
influence most strongly a
personal connection with the
retailer.
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Begin with an influence model
An influence model charts the
forces that influence sales
consultants, their structure and
organization and the resulting
behavior: loyalty or opportunism.
SIMPLEST applies
systems simulation to create
scenarios.
Scenarios feed a process
simulator used to adjust all
business components
to find the optimal conditions
for loyalty and
higher revenue per consultant.
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SIMPLEST then simulates all business components
Adapted from: BIM Reference Guide, Andersen Consulting, 1997
Business Unit
Strategy
Total perform-
ance
Facilities & Layout
Equipment
Organization & Teams
Skills & Culture
Technology (hardware & software)
Processes(Technical & Business)
Many combinations and
interrelations between
components may be tried in
pursuit of higher performance
targets.
Influence maps and statistical
analyses enable “testing” the
organization in ways not
possible before.
Operational excellence through speed and consistency
Financial services
Facilities management
Healthcare
Manufacturing
Retail
Supply chain
2
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We help clients solve five fundamental operational problems
Companies across all sectors
are constantly challenged by
these operational problems:
1. Long lead times to complete a
task, deliver a product or
generate new ideas.
2. Poor flexibility to respond to
changing customer demands.
3. Too many defective products or
service errors.
4. Excessive cost of operation.
5. Unacceptable operational risk.
We have met these challenges
in processes representing all
types of functions.
This is the result of constant
change and companies’
difficulty to adapt rapidly.
Client needs change, as well
as competitors’ threats,
workforce skills, supplier
quality, one’s own operating
capability and the external
environment.
Slow Inflexible Defective
Costly Risky
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We help leverage your processes, people and technologies
Methods for improving
processes include our own
integration of time-tested
tools such as Lean and Six
Sigma.
Methods to leverage the
potential of your teams
include Organizational
Change and Design. A key
ingredient of our approach is
education to create internal
capacity for long-term
change.
Methods to optimize use of
technology include Design of
Experiments.
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We go wherever our clients operate
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Our clients
Consulting for operational excellence
Strategic planning
Training
Coaching
Sectors represented:• Construction• Education• Food & beverage• Healthcare• Heavy equipment• Manufacturing• Mining• Oil & gas• Retail
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Sample Financial ServicesProjects
Saved 1,000 non-value added hours per month and
increased processed payments by 50,000 monthly for a
multi-country financial services operation.
Recovered 1,700 non-value added hours per month and
increased accounts payable capacity by 25,000 invoices per
month for a shared services center.
Designed an operational strategy to support expansion of
shared services to multiple countries for an international
foods company.
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Sample Facilities ManagementProjects
For the regional headquarters of a major oil producer,
reduced storage space cost by 90% in 2 years.
Redesigned the disposition of office furniture and equipment
to maximize reuse and reduce disposal.
Accelerated the closing of financial liabilities left behind by
outgoing contractors.
Improved spending coordination between authorized parties
to guarantee funds for multi-year projects.
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Sample HealthcareProjects
Planned hospital facilities and operations for increased
utilization and better patient flow.
Simulated multiple scenarios of hospital capacity and
layouts.
Improved speed of medical supply chains: order to delivery.
Accelerated processing and reporting of medical diagnoses.
Designed and deployed methods for better data quality,
analytics and visualization.
Deployed lean healthcare practices.
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Sample ManufacturingProjects
Reduced scrap of worst-quality product from 7% to less
than 2% in 3 weeks for a laminated woods manufacturer.
Reduced die manufacturing rework from 22% to 8% in 3
months.
For a maker of aircraft parts, shortened duration of a parts-
smoothing operation from over 8 to less than of 4 hours.
Reduced to zero the number of customer defects for the
highest volume product of a metal fabricator.
For a quick-response metal parts manufacturer, extended
time between tool changes from 2 to 9 hours, letting off-
shifts operate unattended.
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Sample RetailProjects
Improved fulfillment of packaged flower bouquets for an
international florist.
For a petrochemical center of excellence, reduced
compliance risk of international import-export shipping
tasks.
For a nationwide hardware franchise, accelerated start-up
and turn-around periods resulting in more open stores per
year and incremental sales of $6m.
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Sample Supply ChainProjects
For a 3-tier automotive supply chain, improved
management of production schedules reducing error rates,
accelerating communication to and from suppliers and
increasing inventory turns.
For a Gulf of Mexico chemical manufacturer, optimized
pipeline flow volume resulting in $6m monthly additional
revenue.
For a regional pipeline operator, lowered crude oil pumping
costs through better scheduling that takes advantage of
hourly electricity price variations.
Reduced energy spent to unload tanker ships by optimizing
pumping procedures and taking advantage of the dock time
allowed.
Coordinated all parties responsible for planning a pipeline
operating budget, reducing changes and meeting
contractual deadlines.
Educational Services
Executive level
Managerial level
Train to certify
3
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The job skills gap must be closed post-college
Fuente: The Economist Intelligence Unit report “Closing the skills gap: companies and colleges collaborating for change“ (2014)
The number of college
graduates lacking key skills
required for today’s jobs is
very large.
In particular, companies
indicate an unmet need
for soft skills bigger than
for technical ability.
Problem-solving tops the list.
Enter fkiQuality, which has
provided problem-solving
education since 2004.
0 10 20 30 40 50 60 70 80
Planning / organization
Professionalism
Adaptability / prioritization
Job-related technical skills
Communication
Collaboration / teamwork
Critical thinking / problem solving
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EducationalCurricula
fkiQuality offers three educational curricula:
1. For executives responsible for creating high-performing
organizations and launching programs of change.
2. For managers tasked with supporting the deployment of
operational excellence and increasing the visibility of their
operations.
3. For professionals at all levels seeking success in standard,
international certification exams.
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Education for executives.
Get the insights needed to create high-performing organizations and launch programs of change
Executive Curriculum
Leadershipfor results –Deming Method
4-days workshop
Hoshin Planning for company-wide change programs
2-days workshop, in-house
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Leadership for results – Deming Method
Deming taught management
methods based on
understanding a company as
a system, the nature of
variation, a better theory of
learning and human
psychology.
This workshop is based on
Deming’s seminars on
leadership and is presented by
professionals experienced in
this method.
4-days workshop.
Upon completion, executives will
have gained a new view of the
meanings of leadership, customer
service and quality.
Syllabus:
A chain reaction from quality to
prosperity.
Drawbacks of mainstream
management methods.
Quality and the consumer.
New principles for leadership and
education.
The operational definition: beyond
meeting specifications.
Using standards and regulations.
Reaching a stable system of
production: common and special
causes of variation.
Reducing total cost from
inspection to finished product.
Organizing to improve quality and
productivity.
Improving quality of life.
W. Edwards Deming was the
man credited with having the
greatest influence in Japan’s
economic success.
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Hoshin Planning for company-wide change programs
Hoshin planning is used to
deploy high-level strategy
down to managerial
objectives and initiatives.
In this way department-level
projects become prioritized
and aligned with strategy to
increase business value.
For this reason, Hoshin
planning precedes successful
company-wide deployments
of any critical program of
change.
Avoid starting with “just some
training” or “just a trial here
and there.”
Syllabus:
Validating company-wide strategy.
Refine and balance strategic
improvement areas.
Identify and align management
objectives.
Define projects of improvement
and innovation.
Create a program of change with
prioritized, phased projects.
Launch and staff projects, schedule
education programs.
2-days workshop.
Upon completion, the organization
will be ready to start an aligned
program of change.
How do we fulfil our mission?
Which processes need
fixing?
What are customers
telling us to do better?
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Education for managers.
Get the awareness and skills needed to support the deployment of operational excellence and increase operational visibility.
Curriculum for managers
How to sponsora Lean Enterprise –executive-level
1-day class
How to deploy Lean practices –manager-level
1-day class
Business ProcessManagement BPM
3-days workshop
Lean Six Sigma –Green Belt
5-days workshop
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How to sponsor a Lean Enterprise.
Education for executives.
A high-performing, Lean
enterprise is not possible
without executive action.
This is because it is the one
responsible with creating the
company-wide environment
required for customer-focused
operations.
Often becoming customer-
focused means a profound
change for the executives
themselves.
Syllabus:
What is a Lean enterprise?
Maximize the flow of value and
utilization of business resources.
Focus the entire enterprise toward
its customers.
The enterprise as a system for the
creation of value.
Seeking holistic, company-wide
results.
Improve and innovate
continuously.
Manage personnel towards total
growth.
Make performance visible.
When do we become “a lean
enterprise”?
1-day workshop.
Upon completion, executives will
become effective Lean sponsors.
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How to deploy Lean practices.
Education for managers.
A Lean strategy only becomes
real at the business and
operations levels through
projects of continuous
improvement and innovation.
So Lean deployment must be
supported by managers in
each department.
Syllabus:
The meaning of leadership.
Institute leadership at the
managerial and individual levels.
Break down barriers that stop the
flow of value across functions.
Create quality and pride in the
work.
Establish metrics that foster
quality, not just quantity.
Rediscover pride and happiness in
daily work.
1-day workshop.
Upon completion, managers will be
ready to guide and support the
improvement of their own
departments.
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Business Process Management (BPM)
Business performance
changes over time due to
variations of the operation
itself and factors such as
customers, competitors,
employees, vendors and the
economic environment.
BPM enables businesses to be
aware of these changes and
respond timely.
Syllabus:
Understand your business as an
end-to-end system.
A hierarchy of metrics for higher
performance: business, operations
and process.
Monitoring performance.
Controlling processes.
Sustaining operational
performance and continuous
improvement.
3-days workshop.
Upon completion, managers will
have learned how to monitor
operations and sustain them at a
high performance level.
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Lean Six Sigma –Green Belt
Lean and Six sigma are
complementary, high-impact
methodologies for building
operational excellence in your
organization.
This workshop integrates both
methods fully, in a new way,
in a workshop format that
enables participants to gain
new knowledge and develop
new skills for problem solving.
Participants finalize the
workshop by writing a project
report which will be reviewed
by the certifying Master Black
Belt as a requisite to earning
the LSSGB designation.
Syllabus:
Integrated DMAIC-Lean method
for process improvement.
Workshop based on a company
case with individualized problem
solving tasks.
Numerical and statistical analyses
of performance, MS Excel-based.
Financial analysis of business
results.
5-days workshop.
Upon completion, participants will
have gained skills needed to lead
improvement projects using the
Lean Six Sigma method.
Participants may earn the Lean six
Sigma Green Belt certification and
will learn to solve problems
scientifically.
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Train to certify.
For professionals at all levels seeking success in standard, international certification exams
Train to certify
International certification exam prepcourses.
Six Sigma Green BeltOur alumni have 100% success in certification exams.
4 days + 2 half-days for exam-taking practice
Six Sigma Black BeltOur alumni have 80% success in certification exams
7 days + 2 half-days for exam-taking practice
Our courses cover the entire “body of knowledge” or official content as designed by the American Society for Quality (ASQ).
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Francisco Pulgar-Vidal, fkiQuality President
+1 630 544 0116, [email protected]
• Master black belt by IBM Corp., Black belt by American Society for Quality.
• Director of Chicago Deming Association for effective enterprises.
• Consultant for clients in manufacturing, construction, oil & gas, consumer
packaged foods, retail, automotive, financial services, education and the
government.
• Led projects in the Americas, Europe and Asia.
• Instructor for grad/undergrad classes at engineering and business
administration colleges.
• Has trained thousands of professionals in Lean Six Sigma methods.
• Francisco is fluent in English, Spanish and French.
• MS Industrial engineering, Northern Illinois University; MBA, University of
Illinois Urbana-Champaign.