The Chancellor is the chief executive officer of the Institute and is responsible to the Chairman of the Board. Within the scope of University policy, the Chancellor exercises broad authority over and is responsible for all aspects of administration and operations. Responsibilities can be described as:Planning budgets + Creating policies and frameworks + Overseeing the hiring of senior staff + Managing the planning of academic and research programs.Creating a supportive learning environment.Representing the institution in educational seminars and conferences.Seeking financial support.

Expert in developing the interconnection between finance systems and operating strategies, initiatives and goals, facilitating growth, improving operational performance, and increasing profits while building equity value.

PPN's Management Consulting Services is a client service oriented consultancy offering time-tested solutions to your firm's operations, financial and project management systems concerns.

As the CEO and Founder, Voehl has worked with hundreds of clients over a thirty year period as follows: • Led the development and maintenance of self-managed work teams for ASQ's Community Quality Councils, non-profits and city/county governments• Founder and Counselor to the Bahamas national Quality Award, and Judge for the 100 Day Challenge• Early developer and implementer of Balanced Scorecard Measurement Systems for aligning strategy to operations;.• Assisted many city and county governments around the world in establishing community quality and innovation science initiatives.Voehl performed the following key functions: 1- Define the Future -- (a) successfully communicate vision, goals and game plan to my team; (b) able to recognize market fluctuations, remain competitive and prevent the company from becoming irrelevant; (c) See the Big Picture; (d) keep a close eye on the brand and make sure that it continues to head in the right direction; (e) responsible for the image projected by the company and for ensuring that management is laying out the right goals. 2- Hiring and Training -- (f) responsible for hiring a successful management team that can bring a variety of skills to the business and be responsible for running the as needed; (g) train the management team to recognize the image we want the business to project, train the team to be respectful and considerate managers; (h) and ensure that the team understands the business' priorities. 3- Financial Planning -- (i) plan for unexpected costs, keep track of cash inflow and outflow, liabilities and assets; (j) predict when the business will break even; (k) making deals with suppliers, advertising, understanding laws related to the business and managing employee scheduling. 4- Motivation -- (l) easygoing, able to communicate well with others; (m) able to receive criticisms and negative feedback from management team; (n) able to lead by example.

In a world where we are more and more trying to avoid mistakes and errors - how will we be able to bring up the courage to take the risk of innovation? We have the answer in TC279, which is one of the keys on the US path to innovation management through ISO. In a world where responsibility is more and more placed in the hands of committees and consultants, the US TAG for TC279 seeks to identify and motivate those individuals that can be the innovation heroes in their communities and industries, and that have the spirit and the courage to fight for their ideas.'Thanks for joining us in our quest to help ANSI to spread Innovation Management across America and the world' Voehl observed, as six-year term limits required he step down as the US TAG Administrator --Next he will re-aim his focus on System Developer operations l (SDOs) and National Standards Development while Rick Fernandez takes over as the US TAG Administrator..

As the Director of Process Improvement and Innovation at the Huizenga Business School, served as a key member of the Dean's Operations Management Team providing experience in applying functional knowledge and facilitation skills to guide business school operations management and other related community business leaders through local and global supply chain performance improvement opportunities. Voehl leveraged leadership skills, business acumen, operational experience and original thinking to achieve significant performance improvements across the Business School and trained over 400 people at NSU in Lean Six Sigma and Project Management Supervisory Skills.Taught Lean Six Sigma and Process Improvements/ Innovations at the Huizinga Business School and the Hudson Executive Education Center from January 2009 until December 2012.

This is a volunteer position that had its origins with the ASQ Connected Community Project in 2001-2005.

IBM/ CQCC's Connected Community Project: The National Science Foundation Partners for Innovation ProgramCopyright: 2002, ASQAuthor: Voehl, Frank; Colby, Barry W.Organization: Strategy Associates, Inc., Coral Springs, FL; Red River College, Winnipeg, MB, CanadaSubject: Community quality improvement,Education,Research and development (R&D),Partnerships,Leadership;Series: Annual Quality Congress, Denver, CO, Vol. 56, No. 0, May 2002, pp. 695-699 The role of the Connected Community Advisor is an outgrowth of ASQ's Community Quality Council Committee's innovative leading e-community quality project, the Connected Community. Community beta-test sites are identified, and the National Science Foundation's (NSF) grant programs to foster community innovation are discussed in context with site and program overview. Voehl's advisory committee deals with innovative e-community projects that demonstrate significant start up results and mirror an economic renewal initiative. IBM consideres this to be a community evolution, rooted at the community level, with an aim to foster and develop a vision for the future while addressing social and economic needs. The NSF's program fosters community innovation and represents significant public/private partnerships. Research and development applications in local communities build a stronger economic base and workforce through new businesses, products, services and educational programs.

Was a founding member and COO of FPL's QualTec Quality Services. Worked with and consulted for leading organizations and firms in the automobile, aerospace, and steel industries, various municipal city, county and state governments. Has held high-level management positions, including COO for a major software development organization, and Acting-CEO for a Sheet metal fabrication company, as well as serving as the Chancellor and a Master Instructor for the Harrington Institute and the FPL QualTec Institute for Competitive Advantage. Over the past forty years, he has trained thousands of Improvement and Innovation Teams and Design Teams in the business improvement/innovation tools and methods, including Innovation Management Systems and business development, Lean Six Sigma, Innovation, change management, TQM, synergistic decision-making, Policy Deployment, Macro-Logistics and Continuous Improvement. Under his leadership, FPL QualTec grew from $500,000 to $17 million over a 5-year period.

As part of a joint venture project with Guardian Life in the late 1970s, Voehl worked on earlier versions of the Bluespace Office-of-the-Future prototype model prototype. conceptualize early enhancements to manage and control the flow of information disturbances coming to a user but not to completely stop them or discourage them in any definitive way. All of the elements were small enough to fit into a typical cubicle or even a smaller one than the norm. While the screens and other devices were meant to surround the user, they were meant to be flexible enough to permit physical teamwork between two or three more other users coming into the cubicle.

The Profit Improvement Department was responsible for White Collar Productivity at Guardian Life and saved many millions annually. In essence profit improvement occurs when revenues are increased, costs are decreased, or preferably both. We performed a line by line analysis of the profit and loss statement that looked at each component to identify opportunities to increase revenues or reduce costs. They also performed benchmarking against other similar businesses and created a planned budget to identify variances for corrective action going forward.