As a plant leader, Michael led a 220-person Class III medical device operation through a turnaround, improving first-pass yield from 75 to 96 percent, reducing customer lead time from 12 to 4 weeks, and cutting injuries by 68 percent. In supply chain roles, he has led initiatives to reduce inventory through pull, Kanban, and supplier improvements, while improving inventory accuracy and fill rate. Michael maintains a conviction, shaped by training with former Toyota executives, that Lean is built on a foundation of respect for people, best demonstrated by developing associates as problem solvers.