Results, not promises.

The situation

A tier-1 supplier network feeding a major European aircraft manufacturer was drowning in verification backlog. Parts sat for weeks waiting for quality disposition. Programme milestones were at risk, and every late shipment triggered penalty discussions.

What I did

• Mapped the entire verification chain end-to-end — found that 80% of delay was routing and ownership, not inspection time.
• Redesigned KPI routing so every part had one accountable owner and a clock that never stopped silently.
• Standardised quality gates so decisions happened at the gate — not in escalation meetings after it.

The result

Why it worked

Nobody needed new software or headcount. The system was redesigned around ownership and flow — the same method I bring to every engagement.

The situation

A metal-forming supplier to major automotive OEMs was in permanent escalation: recurring customer complaints, special status with two OEMs, and audit findings piling up faster than they were closed. Leadership was spending more time in customer calls than running the plant.

What I did

• Rebuilt the complaint-to-root-cause discipline: every 8D closed with evidence, not paperwork.
• Installed a VDA 6.3–based internal audit programme run as coaching, not policing.
• Negotiated directly with OEM SQEs to reset expectations and rebuild trust with a visible improvement roadmap.

The result

Why it worked

Escalations end when the customer sees the same defect never twice. That takes a system, not heroics — and it survived after I left.

The situation

Scrap, rework and warranty were treated as separate line items owned by nobody. Individually each looked tolerable; together they were quietly consuming millions — the classic invisible factory.

What I did

• Built a single Cost of Poor Quality model consolidating scrap, rework, sorting, warranty and expedited freight.
• Ranked the top 10 loss drivers and assigned each one an owner, a target and a monthly review cadence.
• Trained line leadership to read and challenge the numbers themselves — the model outlived the project.

The result

Why it worked

Finance trusted the numbers because quality and finance built the model together. When CoPQ hits the P&L review, improvement funds itself.