An integrated management system, built from the ground up
An eight-tier document hierarchy with procedures as the single source of truth, risk-based approvals and a controlled register, covering ISO 9001 and ISO 45001.
Continuous improvement · Quality · Compliance — Adelaide
Systems people actually use. Problems solved by the people who do the work.
I build management systems that hold up under audit and still make sense on the floor, and I facilitate teams to find and fix the problems that cost them most.
BackgroundFormer Army
StandardsISO 9001 · ISO 45001
RegulationHVNL · CoR · ADG
AccreditationNHVAS · WAHVA
BasedAdelaide, SA
Selected work
Described in general terms. Client and employer details stay confidential.
Dangerous goods documentation rebuilt against the code
A clause-by-clause review of checklists and procedures against the ADG Code, with every reference traced to the primary source and a two-stream audit program.
Getting an operator ready for the 2026 HVNL reforms
A gap analysis across fatigue, accreditation and mass, a staff briefing, and a prioritised plan to close each gap before the deadline.
How I work
01
Go and see
Understand the work where it happens, with real data, before anyone proposes a fix.
02
The team owns the answer
I facilitate; the people who do the work find the causes and design the countermeasures, so the change sticks.
03
Primary sources, always
Every regulatory reference is checked against the legislation or standard itself, not someone’s summary.
04
Simple enough to use
If a document or tool isn’t used on a busy day, it isn’t finished. It has to work and look good.
The improvement toolkit
The methods I facilitate with, each backed by my own templates and facilitation guide. Every session is run step by step and ends with a one-page report the same day.
PDCA
A3 problem solving
One page, from background to follow-up.
- When
- A recurring problem with no obvious fix, or one that needs several teams to own it.
- How I run it
- The owner writes it and I coach. We go and see before anyone proposes a fix, and review with the sponsor at each stage.
- The team leaves with
- A one-page A3 with a dated target, a verified root cause and named owners.
Root cause
5 Whys
From symptom to a cause you can act on.
- When
- A single problem where the cause isn't clear, or the team keeps stopping at “someone forgot”.
- How I run it
- Every answer stated as a fact and checked with “how do we know?”, then read back from the root cause with “therefore”.
- The team leaves with
- A root cause the team can change, and a countermeasure with an owner and date.
Root cause
Fishbone
Every possible cause, by category.
- When
- Several possible causes, or a team stuck arguing about one pet cause.
- How I run it
- Silent brainstorm first so every voice counts, then a vote, then the top causes verified with data before acting.
- The team leaves with
- A one-page diagram and the most likely causes to check.
Scoping
SIPOC
Agree the process and its edges first.
- When
- Before improving or designing a process, to agree what it is and where it starts and ends.
- How I run it
- Middle out: the process steps first, then the outputs and who needs them, then the inputs and where they come from.
- The team leaves with
- A one-page view of the process, what its customers need, and the first gaps.
Facilitation
Kaizen workshops
Charter to report-out, then 30/60/90.
- When
- One process, a clear problem, and the people who do the work available for half a day to five days.
- How I run it
- Chartered with the sponsor, go and see the work, test changes on the floor, standardise what works.
- The team leaves with
- Tested improvements, an action register with owners, and follow-up at 30, 60 and 90 days.
Got a process that needs fixing, or a system that needs building?
Roles, projects and fractional quality work in Adelaide or remote.