Using our industry and business-process knowledge, our service offerings expertise and our insight into and access to existing and emerging technologies, we identify new business and technology trends and formulate and implement solutions for clients under demanding time constraints.

Our business is structured around several operating groups, which together comprise 5 industry groups serving clients in those industries. Our industry focus gives us an understanding of industry evolution, business issues and applicable technologies, enabling us to deliver innovative solutions tailored to each client or, as appropriate, more-standardized capabilities that we offer to multiple clients.

Specifically, we help our clients:

• Improve operational performance.
• Deliver their products and services more effectively and efficiently.
• Identify and enter new markets.
• Increase revenues in existing markets.

Our two capability groups, Business Consulting and Technology, develop a full spectrum of services and solutions that address business opportunities and challenges common across industries. The subject matter experts within our capability groups support the industry experts working within our operating groups

Client engagement teams typically consist of industry experts, capability specialists and professionals with local market knowledge. Our client teams are complemented by professionals in our delivery centers, who capture replicable components of methodologies and technologies to create client solutions quickly, predictably and cost-effectively.

For process re-engineering DLx uses the DMAIC model which is a structured problem-solving methodology widely used in business. The letters are an acronym for the five phases of Six Sigma improvement: Define – Measure – Analyze – Improve – Control.

These phases lead a team logically from defining a problem through implementing solutions linked to underlying causes, and establishing best practices to make sure the solutions stay in place.

Let us help you point your business in the right direction.

For more informaiton about our consulting services contact Roberto Hernandez at 1.800.760.LINX ext. #2 or send an email to consulting@dynamiclinx.com.

DLx has an extensive metrics gathering process for each project being implemented. Initially, DLx works with management and key stake holders to understand the key performance indicators (KPI's) that will dictate a successful implementation of a program.

The DLx V-Model anticipates pre-assessments to occur during or right after the High Level Process Review phase. In the Pre-Assessment phase, reliable data is collected on the existing process speed, existing customer satisfaction level, existing staff skill-set and associated costs.

This data will be used to expose the underlying causes of problems and serve as a baseline for our metrics moving forward. Also, a pre-defined set of DLx measurements are captured and analyzed for the following metrics:

Value-Added (VA) work (same as Customer Value-Added work (CVA)) - Any activity in a process that is essential to deliver the service or product to the customer.

Business-Non-Value-Added (BNVA) work - Activities that are required by the business to execute value added work but add no real value from a customer standpoint.

Non-Value-Added (NVA) work - Activities that add no value from the customer's perspective and are not required for financial, legal, or other business reasons.

This data will help DLx understand gaps and inefficiencies in the current processes, where best practices can be used to improve the customer experience.

In addition, DLx works very closely with the customer to understand their prospective of your company. DLx calls this listening to “The Voice of the Customer (VOC)”. DLx collects this information by processing interviews, point-of-use observations, focus groups, and s/urveys. These assessments are performed pre and post implementation of a program.

Finally, the post-assessment data collection and analysis, uses various methodologies (depending on the type of program implemented) to track the improvements of the KPI's determined in earlier stages of the DLx V-Model. The last two phases of the DLx V-Model focus on post-assessments as well as deliverance of executive level reports that track KPI's for each program implemented.