CAPABILITIES OVERVIEW

Who we areand what we can dofor your company.

March 19, 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 for

operational excellence.

Operational excellence means

delivering goods and services that

customer want, faster, with higher

quality and lower costs.

We apply Lean and Six Sigma

methods to improve all types of

operations.

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We help clients solve five fundamental types of 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.

Client operations

we have improved:

• Manufacturing processes

(scrap reduction)

• Warehousing operations

• Maintenance of facilities and

supply chain assets

• Product and packaging design

• Financial transactions (accounts

payable/receivable, fixed assets)

• Hospital patient scheduling

(operating rooms)

• Customer Service

• Human resources (hiring, payroll,

benefits, termination)

• Asset disposition

• Contract management

• International shipping & receiving

Slow Inflexible Defective

Expensive Risky

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We believe that a company’s prosperity starts with quality products and services

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 quality.

Seek the prosperity of the

employees.

Factories 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.

Quality requires the contributions

of all employees.

Based on the chain reaction by W. Edwards Deming.

Improve quality

Reduce costsRaise

productivityIncrease

market shareStay in

businessProvide

employment

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Training offerings designed to create problem-solvers

ASQ certification Commercial, government

Test-taking prep courses. Cover ASQ body of knowledge for each exam.

Education only, Certification is available.

Six Sigma Green Belt100% exam success rate

4d + 2 half-days test practice

Lean Six Sigma Green Belt

4d or custom

Six Sigma Black Belt80% exam success rate

7d + 2 half-days test practice

Lean for Practitioners

4d

Lean Overview for Manager

1d

Lean Six Sigma for Executives

1/2d

The successful company

educates and

lets its employees

apply their best skills

to solve daily problems.

fkiQuality offers

Lean Six Sigma training for

problem solving and

courses geared to earning

certifications from the

American Society for Quality.

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How is fkiQuality organized?

fkiQuality is a network of

professionals who are

passionate about operational

excellence, with functional

and industry expertise.

We join forces with your staff

to create the best team for the

challenge.

Types of teams :

• Consulting teams to fix an urgent

challenge.

• Training designers and instructors

to create problem solvers in your

company.

• Coaches to sustain initial steps and

get business results.

• Program managers to launch

quality initiatives.

fkiQuality-client teams

Consulting team

Project manager

Client project team

QA advisor

Training team

Course designer

Instructors

Coaching team

Managers’ coach

Practitioners’ coach

Program management

Deployment lead

Portfolio specialist

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Sample RecruitmentProject

How to get the right sales and management talent early in

the year to meet annual revenue goals?

The slow recruitment process was slowing the growth of the business and

losing the best candidates to the competition.

The recruitment process itself went along slowly and important candidate

information was ignored or not made available on time to decision-makers.

The end-of-year race to meet hiring targets resulted in non-coordinated

actions between HR and Sales, stress at the worst time of the year, and most

damaging, hiring the wrong people for the jobs.

The project team looked at the end-to-end hiring process and identified

bottlenecks, disconnected activities and unnecessary tasks.

As a result of this analysis, the team identified twenty-three quick wins that

helped waste less time, work with more coordination and avoid simple

mistakes.

Most importantly, the hiring process time was halved, resulting in acquiring

the right talent in time to meet business goals for the year.

This resulted in additional revenue estimated at $5m per year.

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Sample Human developmentProject

How to create a learning program with business impact from a

collection of disorganized training activities?

Business executives began to observe that current training in productivity

methods did not produce tangible results, and started questioning the value

of training to the organization.

The project team evaluated how much trainees remembered course content

after classes and how much/how well it was applied to solving daily work

challenges.

Observations indicated that training participants struggled to apply theory to

practice, lacked resources to answer key questions and generally felt like

struggling “in darkness” and “on their own.”

It was decided to pair one or more training participants with an experienced

coach who can provide direction and point support when needed.

This resulted in the launching of “beach head” projects that targeted large

business problems led by an experienced Lean Six Sigma professional who

served as mentor to the participants in a team structure.

Given the larger scope and benefits from beach head projects it was easy to

justify the coaching resource, and by working daily with a seasoned Lean Six

Sigma professional, participants got a richer, faster learning experience.

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Sample Employee BenefitsProject

How to administer the FMLA program to provide best service to

employees, minimize non-compliance risk and apply the right

disability policies?

Issues included how to be compliant in the handling of transitions from short-

term to long-term sick leave, health insurance and disability plans.

The team baselined the FMLA process and discovered that it was hard to stay

in touch with employees during leave, especially as the 12-week period came

to an end.

Analysis indicated the need to collect, update and verify accurate personal

data, which was done before a FMLA leave would ever be needed.

Team increased HR-wide awareness of data needed for processing absent

employees, and built connections between hiring/intake teams and benefits

teams.

Periodically, benefits teams verified the quality of personal data for all

employees.

This resulted in less effort to administer FMLA program and reduced non-

compliance risk.

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Sample HR Financial ResponsibilityProject

How to enforce post-termination obligations while

minimizing legal risk?

Positive employee relations must be maintained even after employees leave

the company in order to satisfy all remaining obligations, especially monetary

benefits.

The monetary benefit sought had to be balanced with maintaining good

relationships with ex-associates and minimizing the possibility of litigation.

The main issue was confusion within HR over which monies to recoup from ex-

employees and how to initiate this process. Additional risk was created by not

knowing well how to follow-up with those who weren’t paying.

The project team set out to identify all types of monies owed, identifying the

following main categories: benefit program payments (education loans),

overpayment via payroll (relocation packages), sign-on bonuses, ex-pat

related payments (living allowances).

Documented weaknesses in the recouping process like a lack of a business-

wide policy, too many handoffs between HR and business parties, and lack of

a toolkit with procedures, templates and target dates.

The team addressed these weaknesses with the right policy, centralized

management and toolkit, plus a periodic review process.

Benefits included increased compliance, a faster process and a better

understanding of the process inside HR.

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Our clients

Consulting for operational excellence

Strategic planning

Training

Coaching

Sectors represented:• Construction• Education• Food & beverage• Healthcare• Heavy equipment• Manufacturing• Oil & gas• Retail

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We go wherever our clients operate

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Francisco Pulgar-Vidal, fkiQuality President

+1 630 544 0116, fpulgarvidal@fkiquality.com

• Master black belt by IBM Corp., Black belt by American Society for Quality.

• 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.

Additional Client Experience

Manufacturing

Supply chain

Healthcare

Financial services

Retail and logistics

Facilities management

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Sample ManufacturingProjects

Reduced to zero the number of customer defects for the

highest volume product of a metal fabricator.

Reduced die manufacturing rework from 22% to 8% in 3

months.

For a quick-response metal parts manufacturer, extended

time between tool changes from 2 to 9 hours, letting off-

shifts operate unattended.

Reduced scrap of worst-quality product from 7% to less

than 2% in 3 weeks for a laminated woods manufacturer.

For a maker of aircraft parts, shortened duration of a parts-

smoothing operation from over 8 to less than of 4 hours.

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Sample Supply ChainProjects

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.

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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 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 Retail and LogisticsProjects

For a nationwide hardware franchise, accelerated start-up

and turn-around periods resulting in more open stores per

year and incremental sales of $6m.

Improved retail fulfillment of packaged flower bouquets for

an international florist.

For a petrochemical center of excellence, reduced

compliance risk of international import-export shipping

tasks.

Supported improvement of commercialization and

distribution of pharmaceuticals for a nationwide distributor.

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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.