HR client experience

1. CAPABILITIES
OVERVIEW
Who we are
and
what we can do
for your company.
March 19, 2014
Prepared by:
Francisco Pulgar-Vidal,
President, fkiQuality

2. 2|
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.

3. 3|
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

4. 4|
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 costs
Raise
productivity
Increase
market share
Stay in
business
Provide
employment

5. 5|
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 Belt
100% exam
success rate
4d + 2 half-days
test practice
Lean Six
Sigma
Green Belt
4d or custom
Six Sigma
Black Belt
80% 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.

6. 6|
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

7. 7|
Sample
Recruitment
Project
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.

8. 8|
Sample
Human development
Project
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.

9. 9|
Sample
Employee Benefits
Project
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.

10. 10|
Sample
HR Financial
Responsibility
Project
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.

11. 11|
Our clients
Consulting for
operational
excellence
Strategic
planning
Training
Coaching
Sectorsrepresented:
• Construction
• Education
• Food&beverage
• Healthcare
• Heavyequipment
• Manufacturing
• Oil&gas
• Retail

12. 12|
We go wherever
our clients operate

13. 13|
FranciscoPulgar-Vidal,
fkiQualityPresident
+16305440116,
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.

14. Additional
Client
Experience
Manufacturing
Supplychain
Healthcare
Financialservices
Retailandlogistics
Facilitiesmanagement

15. 15|
Sample
Manufacturing
Projects
 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.

16. 16|
Sample
Supply Chain
Projects
 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.

17. 17|
Sample
Healthcare
Projects
 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.

18. 18|
Sample
Financial Services
Projects
 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.

19. 19|
Sample
Retail and Logistics
Projects
 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.

20. 20|
Sample
Facilities
Management
Projects
 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.