Mike McLean

McLean Management Consultants

Mike is a thought leader in transformance – the alignment of strategic, tactical and operational plans to unlock transformational performance at every level of an organisation. His passion is to help organisations achieve the holy grail of both stakeholder satisfaction and the highest possible levels of return on investment. He has been engaging stakeholders and developing strategy in performance excellence in Australia and the international landscape since 1988.

Starting as an apprentice in engineering and progressing to senior management roles in Australia and internationally for telecommunications, clothing, aluminium and automotive manufacturing, he has almost 30 years experience as an independent consultant, advisor, facilitator and coach.

Mike specialises in Strategy and Industry Research and Analysis, Business Planning and Facilitation; Operational Excellence; Supply Chain and Supplier Development, Profitable Business Improvement and process-based ISO Integrated Management Systems. His transformance assignments have included airports, automotive, building materials, defence, finance, manufacturing, mining, transport infrastructure and government departments.

Mike is an Enterprise Connect Tailored Advisory Services and Supplier CI Program Consultant; Australian Government Automotive Supplier Development Program Consultant; an ASEAN AusAID Technical Specialist; Chairman of an Advisory Board and a Defence Recognised Supplier.

Mike solves business problems that constrain the achievement of organisation strategy, team goals and objectives to lay the foundation for transformational leadership, productive workplaces and systems to embed strategic change. He is a Fellow of the Australian Institute of Company Directors and the Australian Organisation of Quality, as well as a Dr J Juran Medalist and Certified Management Consultant with the Institute of Management Consultants Australia.

All Sessions by Mike McLean

  • Day 1

    March 19th, 2019

  • 1400  - 1445

  • 1630  - 1715
    Performance Excellence and Shingo Operational Excellence Krafcik, Womack and Jones found in their MIT international motor vehicle study of productive [Lean] plants, that the ‘failure of strategy is that operations cannot deliver it’. This session starts with the end in mind. How do organizations communicate and sustain the continual improvements in their processes and systems, to achieve operational excellence that meets the strategic and stakeholder needs of the organization? Having such excellence models as Shingo for Operations but also ISO 9004:2017 for sustain success with its process maturity self-assessment, will help show the linkages for continual improvement initiatives, and how process owners and leaders communicate by way of plans-on-a-page. Developing performance evaluation methods, metrics and measures to drive the desired process effectiveness and efficiency goals in deployed visual management systems are shown. The session draws upon the enablers for strategy, stakeholders, systems, standards, standardization, support, statistics and suppliers integrated and performing within selected business excellence models and process frameworks. The session concludes with selected best international practices and research from consulting assignments with government, defence, manufacturing and food sectors demonstrating diverse practices that were contextualized to make-sense of the interventions to sustain performance in client risk arenas, complexities and the strategic leadership acumen of their leadership teams.
    Where
    Exhibition Hall




Share

Mike McLean