Manufacturing
This is where most of my quality work happens. If a system only works when everyone's paying attention, it'll fall apart the first week the line gets behind.
My work
Most of it is quality and operations in manufacturing. Family companies, nonprofits and law practices come up when nobody's sure who owns the next step.
Quality systems
In a shop, ISO 9001 or AS9100 is usually the backbone. That means document control, nonconformances, corrective action, supplier quality and a management review people actually show up for. I use Lean and Six Sigma tools next to that to map the work and find root cause. What I'm after is a shop that can train a new hire, catch a defect early and keep running when the usual person's out sick.
ISO 9001
Where most shops start. Written procedures, internal audits, corrective action and a management review.
AS9100
ISO 9001 plus the aerospace layer, with configuration control, risk, counterfeit parts and the records customers ask for.
Lean Six Sigma
Map the process, find where the waste and variation come from, and fix the cause.
Project management
Scope, dates and risk for a launch or a capex job, kept somewhere other than one person's inbox.
Document control and training
Work instructions that match the floor, revision control, and training records you can hand an auditor.
KPIs and meeting rhythm
A handful of numbers and a weekly meeting that catch problems early. You won't need a dashboard nobody opens.
Where it applies
Family companies
There's usually more than one company and people wearing three hats. I help sort out who decides what and how work moves between the entities, especially when a founder steps back.
Nonprofits
Small staff, big expectations. I put owners and simple standards on intake, delivery and reporting so the board gets real updates.
Law practices
Intake, files and follow-through, so a matter doesn't live in one person's head. Lawyers don't have to become a production line for that.