Our Principal
Shawn LaRochelle
Owner
Shawn is a highly skilled and accomplished former Corporate Director of Quality and Environmental, Health, & Safety including experience in a Fortune 500 environment. He is a successful Principal Consultant and owner of Aeronautical Quality Solutions, working with clients representing diverse industries including aerospace, defense, space, automotive, nuclear, medical, and manufacturing.
Shawn is a Lead Auditor with expertise in ISO 9001, AS9100, IATF 16949, ITC (ITAR and EAR), ISO 45001, ISO 14001, ISO 13485, AS9145, ASQR-01, ASQR-07.5, S-1000, SPOC, FAA, and DFA, Six Sigma, and HazMat. He has worked with clients to change the paradigm of quality assurance from a cost center to a value-added function. This approach aligns quality assurance with broader strategic objectives and the needs of business units. He positions quality assurance as an organization that facilitates positive change and transformation management. His primary mission is to improve each client’s competitive position by building a culture and infrastructure committed to continuous quality improvement, product durability, reliability, and functionality.
Shawn has vast experience in the trade compliance sector and he has worked in the nuclear and aerospace industries for 28 years. He had been coached by Chihiro Nakao, Founder of Shingijutsu USA on the implementation of highly effective Toyota production systems including Kaizen, Kanban, Lean Manufacturing, and JIT.
Shawn earned his Master of Science degree in Business Management from Rensselaer Polytechnic Institute with a focus on statistics.
Our Process
AQS begins the client engagement with a detailed analysis of existing quality assurance procedures, practices, business model, risks, strengths, and weaknesses.
We facilitate cross-functional teams with all stakeholders invested in the quality process to share the results of our findings.
The cross-functional team collaborates on the changes required to become quality compliant and to establish a culture of continuous improvement.
We use a variety of tools and strategies that include procedure development/revisions, process improvement, internal controls, training, technology enhancements, restructuring, changes at the functional level, and a revised business model.
The business model improves operational functions including goal setting, Key Performance Indicators (KPIs) and real-time data collection and analysis. Analytics are used to take a proactive versus reactive response to risks and opportunities.
All data is shared with relevant stakeholders who apply all tools provided to consistently meet quality standards.
The Partnership Approach
AQS establishes client-focused partnerships, sharing equality in ownership and accountability for goal attainment.
We impart our knowledge and expertise on the leadership team of our clients.
We collaborate on the design of an operational infrastructure with the talent, resources, technology, methodologies, and business model that resolves quality issues and maintains a quality assurance culture.
We work with clients to help them to change the paradigm of quality assurance from a cost center to a value-added function.
Our value added approach focuses on a zero net cost by offsetting the cost of quality assurance with the savings and risk mitigation associated with a quality assurance business model.
Implementation
We don’t conduct a detailed audit followed by a voluminous set of recommendations leaving it up to our clients to implement recommended changes.
We stay with our clients and use cross-functional teams to implement all structural changes, procedures, technology, and process improvement.
We monitor post-implementation results to ensure that our revised business model achieves its intended purpose.
We maintain ongoing contact with our clients to ensure that changes remain fixed and keep them apprised of any regulations or industry changes.