Following Mike’s Microsoft position as global director of performance excellence, he joined an executive turnaround team to successfully transform a challenged company ($3.3 billion electric utility) to a high-performance organization. Working directly for the chairman and CEO and partnering with the executive team leaders, Mike developed, deployed and coached on the business planning, quality practices, technical applications and skills for high performers.
Mike has bachelor’s degree in engineering from University of Florida, an MBA from Florida Atlantic University, and was mentored by the Union of Japanese Scientists and Engineers. He is a Fellow of American Society for Quality and has served as co-chair for the flagship Quality Council of the Conference Board, past Board director for the Baldrige Foundation and ASQ, examiner for the Baldrige National Quality Award, judge for the USA Today Quality Cup and past chair of the Juran Medal for Distinguished Leadership.
A worldwide speaker, Mike has keynoted for private companies and conferences and has facilitated the Florida Executive Roundtable from 2010 to 2016. He has keynoted at several Lean and Sigma Conferences (2000-2016); the International Convention on Quality in Tokyo (2005 and 2019) and had the privilege to provide the keynote address at the 10th anniversary of the Florida Quality Conference in 2002, the Glasser Lecture Series at Rochester Institute of Technology, and at the inaugural International Convention for Quality in Beijing in 1997.
- Commencement Speech: "Graduates- Go Big and Bold"
Commencement address to graduates on preparing for new phase in life: Points include being global, social networking etiquette, guidance for successful careers.
- Sigma Shmigma (reg trademark): Value Without Dotting the ‘I’s
The quality movement of the 1980's and 1990's showcased methodologies and approaches to better serve the customer and impact business results quicker and sustainable. There have been many practices and approaches that have been added to the business arsenal including Six Sigma, Lean, Reengineering, Process Management, and associated tools and techniques. Good intentions do not always translate into appropriate, balanced actions resulting in over dominance and importance to # of projects, # of black belts certified, or absolute use of tools, versus meeting the business need in a timely manner. This presentation provides a practical approach to leverage skills and competencies from quality practitioners for business results without the lingo and without dotting the "i's" and crossing the "t's".
- Safety and Organization Benefits from Operating Discipline
Most companies cite Safety as #1, yet their operating discipline does not match their intent for safety or secondary benefits. This presentation shares the hierarchy of the safety pyramid from Loss of Life, to Injuries, to Minor Injuries, to Near Misses to Dangerous Behavior. Direct benefits include reduction of Workers Compensation Costs, improvement employee engagement, increased productivity. Indirect benefits from this operating discipline is easily transferable to missed opportunities and observations with customers, new products and services, and fact-based decision making.
- Performance Management: More Than Checking off a Box
Performance Management and Reviews is not an annual check off the box item that a 30 minutes review took place with an employee with anecdotal information shared. Leveraging and aligning employees not only more favorably influences business results, it also serves as a favorable practice for employee engagement. This is not rocket science material but an acknowledgement that appropriate operating discipline and employee acknowledgement can translate in to quicker business results. This presentation draws upon Business Planning and Measurements.
- Business Silos Be Gone
Planning and managing across business silos is a popular topic. Strategic and Business Planning sets the direction and stage for resources, goals, and objectives. This presentation shares a practical approach to business planning (Hoshin Planning/ Hoshin Kanri) that addresses the common weaknesses of project prioritization, proper resource allocation, business case and project management, timelines, and execution expectations across business units and the supply chain.
- Acting Good Versus Looking Good: The Functional Balanced Scorecard
Leadership and Employee Behavior is driven by the measurement system from the organization's balanced scorecard down to the specific individual measures of an employee or group. This presentation shares successful practices that strengthen alignment, performance management, and associated change management tactics necessary to allow for actions to be properly reflected in the measurement system. Conflicting goals is often a cause for inefficiencies, employee disengagement, slower than planned business results.
- Cultural Transformation: Path To Operational Excellence
One of the top 5 CEO challenges listed in 2017, cited by The Conference Board. The strategies to accomplish this is grounded in changing the culture to be quicker, more customer oriented, more productive and innovative while recognizing the challenges of having four generations in the workplace.
- Operational Excellence
One of the top 5 CEO challenges along with innovation and human capital listed in 2017, cited by The Conference Board; a term that takes on many definitions around Quality Management, Performance Excellence, Business Performance, etc. The strategies to accomplish this is grounded in changing the culture to be quicker, more customer oriented, and more productive and innovative while recognizing the challenged of having four generations in the workplace.