High Impact Learning 2009COURSES

Abbott LabsAbitibi ConsolidatedAlcoaAsh Grove Cement Co.BayerBoeing Co.Broward CountyCargillChevron Corp

Coca ColaConAgra FoodsDaimlerGastonia Components LogisticsEastman Chemical CompanyGoodrichGoodyear Tire & Rubber Company, Fayetteville PlantH-E-B Grocery Company

HolcimHolsum BakeryJohnson & JohnsonMarsMedicalUniversityof SouthCarolina(MUSC)NestleNorthrop Grumman CorporationOhioStateUniversity

OrangeCountyPfizerUnitedStatesMarineCorpsU.S.ArmyMedicalCommandU.S.SugarCorp.Wyeth

Some of the 200+ companies who have attended our education and training programs in the past year include:

The Life Cycle Institute is the learning source for Reliability Excellence. The Institute was created by LifeCycleEngineering(LCE)inresponsetotheneedforalifelonglearningresourceforpeopleengaged inoptimizingassetreliabilityandperformance.

You learn best when your mind is alert and active. Life Cycle Institute courses are designed to be “active training” programs. In our courses, you learn by doing. These courses are not simply an overview of why you should implement Reliability Excellence. These courses teach you how to implement Reliability Excellence. After completing a Life Cycle Institute course you can apply your new skills immediately.

Your investment in training with the Life Cycle Institute is unique because we offer:

Facilitators who practice what they teach and teach what they practice All Life Cycle Institute facilitators are professional consultants who spend most of their time at client sites implementing Reliability Excellence and performance management solutions. Their lessons and stories come from real life experience.

Cutting-edge course content, updated with the latest tools and methodsLife Cycle Institute courses are revised on a regular basis. In addition to the continuous, spontaneous improvements, all courses undergo a complete, formal revision each year. This produces updated content and course materials. Life Cycle Institute participant guides are highly respected and sought after references.

Adult learning methods that minimize lecture and emphasize learning by doing Muchresearchandprogresshasocurredoverthepastdecadeinteachingadults.TheLifeCycleInstituteappliesprovenadultlearningtheory and practice in course design and delivery. This includes participant-centered active training that incorporates repetition with intervals.

Classrooms that facilitate learningLife Cycle Institute classrooms include learning clusters, access to technology, natural lighting and an open, “roomy” feel. These factors add to theparticipant’sexperienceandareproventofacilitatelearning.

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Table of ContentsPAGE2 ..........................................................................................................................................................................................................Life Cycle Institute PAGE 3 .................................................................................................................................................................................................... High Impact LearningPAGE 4&5 .....................................................................................................................................................................ReliabilityExcellenceforManagers PAGE 6&7 ...............................................................................................................................................................MaintenancePlanningandScheduling PAGE 8 ................................................................................................................................................................................. FacilitatorsMaketheDifferencePAGE 9 ............................................................................................................................................................................................................... Leading PeoplePAGE 10 ................................................................................................................................................................................................MaterialsManagement PAGE 10 ..................................................................................................................................................................... PredictiveMaintenanceTechnologies PAGE 11 ....................................................................................................................................................................................................Root Cause Analysis PAGE 11 ........................................................................................................................................................................................... AssetMaintenancePlansBACk .............................................................................................................Private Classes, Academic Collaborations, Rx Resources & Guarantee

High Impact Learning: Change Behavior to Achieve Results Learning takes place when someone changes their behavior to achieve a desired resuIt. Changing behavior means more than remembering and comprehendingwhatyoulearned;itmeansapplyingit.

Participating in a training class is often the catalyst for learning. When attending a class, retention and application of the new knowledge and skillswillvaryfrom10to30%basedonthetypeofclassandcontent.Two factors heavily influence the extent to which the training is applied – retention and management support. When retention strategies and management support beyond the classroom experience are included in the learning initiative, the application of new knowledge and skills will be muchhigher,often90%orbetter.

Retention Learning retention is influenced by how active the participant is in the learning process and repetition of the content vital to fulfilling the learning objective. Applying knowledge and skills in the classroom builds retention. Applying the knowledge and skills on the job, in the real world, will exponentially increase retention.

RepetitionWhen exposed to an idea or process once, people will remember no morethan20%.Whenaparticipantisexposedtothekeycontentsixtimes,withintervals,retentioncanreach90%.Introducingintervals,orbreaks,isimportant.Sustainedpracticeovertime,calleddistributedpractice, is the key to retention.

Manager Support Learning is change. All succesful change initiatives involve management engagement and support. Training results are achieved when new knowledge and skills are applied on the job, at the right time, in the right way. This requires a partnership between managers and participants.

Successfulmanagementengagementandsponsorshiprequiresthatthe participant and manager identify specific measureable action plans with one to three goals. This is the map that will guide the participant to the desired results. People do what you measure and talk about. Achievement of these mutually agreed-upon goals should be the measure of success for any learning initiative.

Learning Impact Maps UsingLearningImpactMapsisoneapproachtoengagingmanagementsupport.ALearningImpactMapwill: •Identifyifthetrainingcanachievethedesiredresults •Prepareparticipantstolearnandchangetheirbehaviorbasedon the training •Linkthedesiredbehaviorwithorganizationalperformanceand business goals

LearningImpactMapscanbecreatedforasingleindividual,ateam, or several job roles that may be attending training together.

Follow ThroughFollow Through is a web-based follow-through management system specifically designed to accelerate behavior change and results following learninginitiatives.Onselecteddatesafteraprogram,participants aresentanemailwithalinktoacustomizedwebsitethathasbeen pre-loaded with their personal goals. In about five minutes they input their progress, actions taken, next actions planned and the lessons they have learned.

The input and insights of every group member is visible to the others. Follow Through includes a powerful feedback feature that allows participants to easily engage their manager or coach / mentor in their continued development.

Achieving ResultsTraining delivers maximum results when a class inspires retention, aLearningImpactMapisdocumentedandafollow-throughplanisin place. The Life Cycle Institute can help you bring these elements together for a training program that changes behavior to achieve personalandorganizationalgoals.

TofindouthowyourorganizationcanimproveperformancethroughLearningImpactMapsandFollowThroughservices,contacttheLifeCycle Institute

THE LEARnInG SoURCE FoR RELIABILITY ExCELLEnCE 3

ACTIvE LEARnInG: WhATIhEAR,IFORGET•WhATISEE,IREMEMbER•WhATIDO,IUnDERSTAnD

ReliabilityExcellenceforManagers(RxM)teachesthetoolsandprocessesrequired to develop, implement and sustain world-class maintenance and reliability programs. The class is delivered in four 3-day sessions with a 4 to 8 week interval between sessions. After each session, participants are encouraged to apply what they have learned to reinforce the learning and raise retention. When they return for the following session, participants share their experiences, thereby gaining a deep understanding and ability to sustain what they have learned. At the conclusion of the class, participants will know how to apply the tools and processes of the same exclusive Life Cycle Engineering Reliability Excellence program that has been successfully implemented by leading companies around the world.

You Will Learn How To •DescribethevalueofRxintermsofROnA,ROCandOEE •DefinethefoundationalprinciplesofRx •CreateamasterplanforimplementatingRx •IdentifythecriticalsuccessfactorsinanRximplementation

Session 1 – Building the Foundation •InterprettheelementsoftheExcellenceModel •Compareyourorganization’sperformanceagainsttheExcellenceModel •OutlinetheoverallphilosophiesoftheRxmodel •DescribehowRxappliestoalllevelsandentitiesintheorganization •DefinehowRxwillenhanceLean,TPMandSixSigmaresults •Forgeinterdepartmentalpartnerships •CraftabusinesscaseforRx Session 2 – Engaging People •Listthereasonschangesucceedsandwhyitfails •Identifytheingredientsinimplementingandsustainingchange •CreateanRxChangeManagementPlan •CreateanRxCommunicationPlan •CreateanRxRiskManagementPlan •buildasponsorshiproadmapforimplementingRx •IdentifyandadaptleadershipandcommunicationstylestoachieveRx

What is Reliability Excellence?ReliabilityExcellence(Rx)isabusiness philosophy driven through cultural change. Rx focuses on equipment reliability and process control as the foundation of modern manufacturing and facilities operations. By designing reliability into daily operations and creating a culture of

prevention and improvement, plants are safer, more productive and more profitable.

LifeCycleEngineering(LCE)hasinvestedmorethan30yearsindevelopinguniqueprocessesthatempowerorganizationstoachieveworld-class reliability. The most successful implementations of businessprocessimprovementinitiativessuchasSixSigmaandLean are founded on Rx best practices. Implementing Rx creates the stability required to sustain the benefits from these initiatives.

Rx emphasizes:PRODUCTIOn-LEDRELIAbILITy: By the very nature of their jobs, equipment operators have a closer connection with the equipment than the maintenance department. Building a partnership between production and maintenance, in which production owns the equipment and maintenance provides reliable capacity, creates the optimal balance between operations, production and reliability.

PROACTIvECULTURE: Time, money and resources are applied to preventive and predictive efforts, not just spent on corrective and repair activities. Problems are researched to find the root cause and solutions focus on correcting the source of the problems, not just treating the symptoms.

METRICS-bASEDPERFORMAnCE: Establishing meaningful, quantifiable metrics enables a plant to measure performance and document improvements.

COnTInUOUSIMPROvEMEnT: Excellence is a process, not a pre-defined level of performance. Implementing processes and tools that support continuous improvement in equipment reliability and operating capacity is fundamental to sustainable Rx.

WHAT oUR STUdEnTS ARE SAYInG ABoUT RELIABILITY ExCELLENCE FORMAnAGERS:

“Greatcourse!veryhelpfulinmy endeavor to build a successful maintenance and reliability program withinmyorganization.”

PATRICkbAnISTER nEkTARThERAPEUTICS

“I thoroughly enjoyed the class. Life Cycle Engineering provided me with a great learning experience balanced with practical knowledge.”

DOnkUPILLAS nESTLEWATERSnORThAMERICA

“This Reliability Excellence course is outstanding and really helps drive the participant to develop a plan for sustainable improvements.”

JIMTOLLEy BAYER

“The facilitators were very interesting and engaging - true subject matter experts! The information I learned will help me feel more comfortable leading my crew. Thanks for another great experience at the Institute.”

MICkEykEnnEDy MAnAGEROFMAInTEnAnCE SPECIALMETALSCORPORATIOn

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Reliability Excellence (Rx) for Managers

Session 3 – Applying Processes •Identifybestpractices - Work Control -PlanningandScheduling -PreventiveandPredictiveMaintenance -MaterialsManagement -OperatorCare •Analyzebestpracticescomparedtocurrentbusinessprocesses •EvaluateyourabilitytosuccessfullymanagethetransitiontoRx •CraftthepartnershipsrequiredtoachieveRx •Manageexpectationsasyouimplementnewbusinessprocesses Session 4 – Sustaining the Gain •ApplyReliabilityEngineeringmethodologiessuchas: -Statisticalreliability(MTbF) -Reliabilityblockdiagram(reliabilitymodeling) -FailureModesandEffectsAnalysis(FMEA) -FailureModes,EffectsandCriticalityAnalysis(FMECA) -MaintainabilityAnalysis(MTTR) -Reliability,Availability,Maintainabilityanalysis(RAM) -LifeCycleCostanalysis(LCC) -RootCauseAnalysis(RCA) •Definelifecycleassetmanagement(LCAM) •Describereliabilityvs.maintenanceengineeringresponsibilities •ApplylosseliminationbestpracticestoimproveOEE •buildaneffective5Sandvisualmanagementprogram •Evaluatebestpracticesinbudgetingandcostcontrol •ConstructastrategytoaccelerateyourRxreturnoninvestment

Who Should AttendReliabilityExcellenceforManagersisidealformanagersengagedinprocessimprovementinitiativessuchasLean,TPMandSixSigma.SuggestionsincludeGeneralManagers,PlantManagers,CorporateReliabilityManagers,MaintenanceManagers,OperationsManagersandReliability Engineers.

Rx is not only a maintenance initiative. Including operations and maintenance professionals willaid in establishing the interdepartmental partnerships that produce successful Rx programs.Rx requires a change from a reactive to proactive culture. Including senior management willfoster the high level sponsorship necessary to create the systems, measures, behaviors andinterdepartmental collaboration that facilitate this culture change.

darrin Wikoff FACILITATORLearningwithDarrinisafocused,fast-pacedexperience.heisfueledbyaninternalpower supply that causes him to set the pace and define levels of productivity for the class. He works duringthebreaks,lunchesandafterclasstogaugeindividualparticipants’performanceandunderstanding.

Applyinghisanalyticalstrength,Darrindeliversalogicalandrigorousclassthatisfocusedonachieving the learning objectives. This, paradoxically, is coupled with his strategic strength which drives him to adapt the learning experience to meet the unique learning styles and prior knowledge of each participant.

Darrinchallengesparticipantstoevaluateifthementalmodelstheyhaveformedfromtheirpriorexperience are true. He achieves this by applying his change management and facilitation skills honedthroughyearsofworkingwithorganizationsaroundtheworld.Participantsandclients seekDarrin’sexpertiseinfacilitatingtheculturechangeandestablishingthestabilityessential to successful business process reengineering initiatives such as Lean.

Certified MaintenanCe and reliability Professional (CMrP)

bytheSocietyforMaintenanceand Reliability Professionals Certifying

Organization(SMRPCO)

Please note that no educational offerings are endorsed by SMRPCO.

Certified Plant MaintenanCe Manager (CPMM) by the Association for

FacilitiesEngineering(AFE)

CMRP and CPMM Certification

THE LEARnInG SoURCE FoR RELIABILITY ExCELLEnCE 5

At the end of the last session of ReliabilityExcellenceforManagers,you

will be offered the opportunity to become a certified maintenance professional by

taking two certification exams.

COURSE

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Planningandschedulingisoneofthefastestandmosteffectiveinvestmentsanorganizationcan make to improve productivity and availability.

The maintenance planning and scheduling processes participants learn in this class will allow for planning and control of maintenance resources. Equipment reliability is increased. Costs and availability of maintenance stores are improved. Waiting times, unnecessary parts and inaccurate information are eliminated. Budgeting is easier and more accurate. Maintenancetasksareasmuchas50%moreefficientintermsofcostsandtime.

This five-day course teaches proven processes that are fundamental to effective planning andschedulingandsuccessfulCMMS/EAMSdeployment.Participantsengageinhands-onactivities that build systems-independent process knowledge and skills they will be able to apply immediately.

WHAT oUR STUdEnTS ARE SAYInG ABoUT MAInTEnAnCEPLAnnInG AnDSChEDULInG:

“ThecontentforLCE’sMaintenance PlanningandSchedulingcoursewas very applicable. It helped me to better understand the role and expectations of a planner. The facilitator did a wonderful job. He was approachable, pleasant and encouraging. I enjoyed the class very much.”

MATTSMITh RELIAbILITyMAnAGER SWAGELOk

“MyweekspentattheLifeCycleInstitutewas a very educational experience. The facilitator proved to be a tireless, knowledgeable presenter. He did a wonderfuljobteachingtheMaintenancePlanningandSchedulingcourse.”

TOnyPUGLIA CORPORATEMAInTEnAnCEMAnAGER ESSROCCEMEnT

“TheMaintenancePlanningand SchedulingcoursebytheLifeCycle Institute provided me with the most complete and detailed course material I have experienced in all my training. The facilitator was prepared and knowl-edgeable. He shared real life experiences from all aspects of maintenance and was not only interesting, but easy to relate to. It was refreshing to attend such a professional and well run program.”

DARLAhOvEn MAInTEnAnCEAnALyST EvOnIk/DEqUSSA

Maintenance Planning and Scheduling

Private Maintenance Planning and Scheduling classes include Follow ThroughFollow Through is a web-based follow-through management system specifically designed to accelerate behavior change and results following learning initiatives. It increases post-course application, enhances interaction with managers, accelerates progress, and raises the return on your training investment. After a program, participants are sent an email with a link to acustomizedWebsitethathasbeenpre-loadedwiththeirpersonal goals. In about five minutes they input their progress, actions taken, next actions planned and the lessons they have learned. The input and insights of every group member is visible to the others. Follow Through includes a powerful feedback feature that allows participants to easily engage their manager or coach / mentor in their continued development.

CourseParticipants learn new

skills and set objectives

AlignmentObjectives sent to their managers for discussion

ReminderParticipants reminded by e-mail to update progress

UpdateParticipants update their

progress in Friday5s

Documented ResultsUser input documents impact and provides data to improve

next offering

Learn MoreLearning continues by

reviewing others’ progress

Ask for AdviceCopy sent to coach ormanager for feedback

CoachingBoss, peers or instructors

provide online advice/counselFollow-ThroughProcess

Follow-ThroughProcess

THE LEARnInG SoURCE FoR RELIABILITY ExCELLEnCE 7

Tim Kister FACILITATORTim sees the potential in others. His goal is for the participant to experience success. He will challenge you. He will devise interesting experiences that stretch you and help you grow. He is always on the lookout for growth – a new behavior learned, a slight improvement in skill, a glimpse of excellence.

ConsistencyanddependabilityisthefoundationofTim’sstrengthasafacilitator.heiseasytotrust.He has a near obsession for doing things right and impeccable ethics that combine to make him utterly dependable.

When people around him hold differing views Tim seeks out common ground. When others start to argue he steers the debate to practical, down-to-earth matters on which they can agree.

Tim believes that people function best in a consistent environment where the rules are clear and evenly applied. He creates a learning environment that is safe and participants fully understand the expectations. Participants all have an even chance to show their worth.

You Will Learn How To•Understandcommonmaintenanceproblems,delaysandinefficiencies•Definethenatureofrepair(reactive)vs.maintaining(proactive)•Sustainthecommitmentandsupportofmanagement•Applyamaintenanceassessmentandproactivemaintenancetimeline•Coordinatetheresponsibilitiesofmaintenancesupervisorsandplanners•Differentiatebetweenreactive,preventiveandpredictivemaintenance•Explainworkmeasurementtothemaintenanceworkteam•Definethetermbackloganditsrelationshiptoestimating•Prepareadetailedjobplan•Useperformancemetrics,PMcompliance,schedulecompliance,backlog,efficiency andlaborutilization•Definetheessentialsofcriticalpathplanning•Organizeprojectcontrol•balancemanpowerdemand•Planindividualjobactivities

Who Should AttendSuccessfulmaintenanceplanningandschedulingprogramsrequirethedisciplinedapplicationof proven processes and interdepartmental partnerships. It is not “just a maintenance issue.” It is important for departments that are influenced and impacted by the processes to understand the processes. People in the following roles should participate in this training:•MaintenancePlanner/Schedulers•MaintenanceSupervisors•ProductionSupervisors•MaintenanceManagers

Course Content•The“MaintenanceEnvironment”•ReliabilityExcellencemodel•Governingprinciplesandconcepts•Maintenancevision/missionstatement•Maintenanceinterdependency•OperationsandMaintenance•Proactivemaintenancetimeline•Organizationofthemaintenancefunction•Responsibilitiesofsupervision•Thegoal,objectiveandbenefitofworkplanning

•Performanceoftheplanningactivity•Preventive/Predictivemaintenance•Equipmenthistory•ReliabilityEngineering•Theworkordersystem•Workmeasurement•Work/Jobplanning•Schedulingandcoordination•Criticalpathanalysis

•PlantEngineers•StoreroomManagers•OperationCoordinators•Purchasing

PLAnnInGAnDSChEDULInG occupational RolesThe planning and scheduling function is the center from which all maintenance activity is coordinated. While planning and scheduling are closely related, they are distinct functions:

Planning (how to do the job): Planning is advanced preparation of selected jobs so they can be executed efficiently and effectively when the jobs take place at a future date.

Scheduling (when to do the job): Schedulingistheprocessbywhichrequired resources are allocated to specific jobs at a time when operations can make the associated equipment or job site accessible.

PLAnnInGAnDSChEDULInG Best practices•youshouldhaveonePlannerforevery 20MaintenanceTechnicians.•Plannersshouldbethinkingaboutwork tobedone4-6weeksinadvanceand not the emergencies of today.•Thepercentageofworkcurrently scheduledshouldbebetween85 and100%.•Ifyouhave40-50%emergencyrepairs, then reactive work is too high.•yourmaintenanceworkshouldbeclose to85%plannedand15%reactive.•APlannershouldhaveatotalbacklog ofatleast4-6weeks.•PMcomplianceshouldbebetween 85–95%.

COURSE

Private Maintenance Planning and Scheduling classes include Follow Through

Life Cycle Institute class leaders are called facilitators. This acknowledges that in addition to being experienced authorities on their topic, they have a passion for teaching and have developed this passion into a set of learning facilitation skills.

An instructorisacontentresource.Mostcontentexpertsshare their knowledge through writing or lectures. When they instruct, they appear as the “sage on the stage” imparting all knowledge to a passive participant. They control what is taught and when. It is up to participants to adapt their personal style and prior knowledge to gain new skills and knowledge.

A facilitator is a process manager first, a content resource second. Facilitators use their knowledgeofhowpeoplelearntocreateanactiveenvironmentthatembracesparticipants’prior knowledge and unique learning styles. They engage participants in taking charge of their learning. When they facilitate, they appear as a “guide by the side” encouraging the sharing of

knowledge by and with an active participant.

Life Cycle facilitators complete a rigorous qualification process and are continuously engaged in activities that enhance their effectiveness at facilitating learning. This includesarichrepertoireofopeners,closers,energizers,andinteractivelecturetechniques.Ourfacilitatorsbeginashighly qualified content instructors. We then work with them to build their facilitator skills through development activities.

Even though we call them facilitators, they are really both, and can apply either style based on participant needs and the learning objectives.

Some of the competencies expected of a Life Cycle Institute facilitator include:•Thefacilitatorpreparestoteachaspecificclassbylearningabouttheparticipantsand adapting the learning objectives and content to meet their needs.•Thefacilitatorengageseveryoneinlow-riskdailystartersandfrequentactivereviewsrelated to the content.•Thefacilitatorusesadultlearningprinciplesthatenhancemotivationandimproveretention with a variety of learning methods in a collaborative learning environment.•Thefacilitatoractivelyinvolvestheparticipantsevery8to15minutes.•Thefacilitatorusesredirectedandreversequestionstoengageallparticipants.•Thefacilitatorsetsupexercises,casestudies,games,andsimulationsbygivingclear directions and drawing out reactions and learning points.

WHAT oUR STUdEnTS ARE SAYInG ABoUT OURFACILITATORS:

“MyRxMfacilitatorwasoutstanding! His ease in relating to people on an individual level was remarkable. It was also great that he interjected his own personal experiences.”

JEFFSCOTT MAInTEnAnCEMAnAGER RAyOnIER

“Throughout the training, the facilitator demonstrated excellent knowledge and understanding of the subject matter at hand. He delivered the material in a way that kept the audience engaged and interactive. His passion for teaching really shined through.”

TOnyGEARy PRODUCTIOnSUPERvISOR ALCOA

“... The facilitator was very energetic and engaging. He kept the audience focused and involved in the process of learning and related well to real life situations. Ex-cellent instructor and an excellent class!”

JIMDOEFFInGER MAInTEnAnCEMAnAGER CEnTURyALUMInUM

“Theinstructor’sknowledgeobviouslycame from first-hand experience. It is easier to relate to someone who has been there, done that and knows how plants really operate!”

ChRISGROSS nORThAMERICAnSTAInLESS

Facilitators Make the difference

InSTITUTEFACILITATORS ACTIvELyEnGAGE PEOPLEInLEARnInG.

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Facilitators Make the difference

“Attend to people first, the strategy second,” admonishes Jim Collins in Good to Great. This is the first rule of a top level leader.

Employees are often promoted to supervisory positions because of their strong technical expertise.Suddenly,thenewsupervisorneedsnewexpertise–howtoleadpeople.

Supervisorsmanageagreatdealofpaperworkandleadpeople.Althoughpaperwork isusuallythemosttedious,it’softenthemostpredictable.Peoplearen’tpredictable. They are emotional, they get sick, they have family lives, they have career expectations andmore.Thesupervisor’stechnicalexpertiseisoftenuselesswhenleadingunpredictable people.

To successfully lead people, you must be able to successfully lead yourself. In interviews with125oftheworld’stopleaders,True NorthauthorsbillGeorgeandPeterSimsfoundthat successful leadership came first from the ability to lead oneself. The Leading People course guides you through activities and exercises that help you understand your values and natural leadership talent, building your ability to lead yourself. This is followed by learning tools and methods for determining the needs of others. Finally, you will learn how to adapt your natural talent to lead people to achieve a shared vision.

You Will Learn How To•Createresultsthroughperformancefeedback•Resolveconflict•Producealignment•Motivateaction•Delivereffectivepresentations

Who Should AttendThis course is for leaders – new ones, experienced ones, and prospective ones. If you want to increase your ability to produce results through people, this course will help.

THE LEARnInG SoURCE FoR RELIABILITY ExCELLEnCE 9

ThELEADInGPEOPLE ExperienceLeadingPeopleisa4.5dayclassthatengages you in practicing behaviors that produce results through people. There will be role plays, presentations, team building activities, and in-depth self awareness exercises. You will participate in group and individual activities that establish a safe, collaborative learning environment where you can try out the communications and leadership processes you learn.

The class begins with understanding, applying, and adapting your natural leadershipability.Successfulleadersofothers are successful leaders of themselves first. You will examine your values and how your behavior impacts and influences others. You will practice time management methods that maintain a balance of important and urgent tasks.

Onceyouhaveachievedpersonalmastery, you will learn how to motivate andengageindividualstorealizetheir full potential. This includes empathetic listening, diagnosing individual confidence and competence in completing tasks, and offering performance feedback that builds on individual strengths and performance results.

The class concludes with practicing what you have learned about individual behavior and proven communication methods to build highly functional teams. You will learn how to assess the development stage of a team, facilitate meetings that promote teamwork and deliver high impact presentations.

Mike Aroney FACILITATORAtypicalclasswithMikebeginswithintroductions–notjusttointroducepeople,buttomakeconnectionswithwhatpeoplealreadyknow,theirlearningstylesandtheirexpectations.Mike’sobsession with excellence drives him to search out the strengths of participants and nurture, refine, andstretcheachparticipanttowardexcellence.Mikeunveilsthecomplexbyhelpingparticipantssee elegantly simple concepts. His passion for action is coupled with a strategic strength through which he can see around the corner, discarding paths that lead to confusion. AclasswithMikeisanexcitingjourneyofselfdiscoveryandmeaningfulinsightsintohowpeoplebehaveandhowtoachieveresultsthroughpeople.Mike’sexperienceasanavyTopGunandadvanceddegreesinorganizationalpsychology,adultlearning,andbusinessmanagementcombineto yield a wealth of knowledge he applies to improve workplace learning and performance. Between thestoriesandactivities,youarelikelytoknowyouhadagreatexperienceandnotrealizetheextentof your learning until you suddenly find yourself much more confident and effective leading people.

Leading People COURSE

Managingastoreroomislikewalkingthetightrope.Itisabalancingact.Storeroommanagersmusthavethematerialsavailabletokeepproductionflowingwhileminimizinginventoryinvestment.

In this five day class, you will learn how to get the right parts in the right place at the right time. When you apply the knowledge and skills learned in this class, quality will increase and costs will decrease. You will successfully balance the needs of operations, maintenance and your clients while maintaining the lowest inventory cost.

IneffectivemaintenancemanagementcostsU.S.industryanestimated$60billiona year! Even more disturbing is the impact that ineffective maintenance has on a company’sabilitytoproducecost-effective,qualityproducts.

Predictive maintenance programs are formed to eliminate unnecessary maintenance,improvequalityandincreasecapacity.Mostpredictivemaintenanceprograms use vibration monitoring as the key component. To be successful, a comprehensive program must include other monitoring and diagnostic techniques.

keithMobley,internationallyrecognizedauthorandspeaker,developedandoftenleadsthePredictiveMaintenanceTechnologiescourse.Duringthisfive-daycourse,you will determine which predictive technologies to use and how to apply them in an effective predictive maintenance program.

Course Content•Describethedifferentmonitoringanddiagnostictechniques thatmakeupacomprehensivepredictivemaintenance(PdM) program: vibration monitoring, thermography, tribology, visual inspection, ultrasonic •Recognizethebenefitsandlimitationsofpredictivetechniques•Discussthevalueofmonitoringprocessparametersand OperatingDynamicsAnalysis©

•Find/locateresourcesformoreinformationoravailability of technologies•Practicesafetyprecautionswhenemployingpredictive technologies•Reviewthebasicstepsforbuildingasuccessful PdMprogram

Predictive Maintenance Introduction COURSE

Course Content•Reduceinventoryandrelatedcost•Engagematerialsmanagementin interdepartmental partnerships •Improveon-timedelivery,qualityand fill rates •CommunicateMROinventory management principles to your team and internal partners•Applyproveninventoryworkcontrol processes •Applytoolstosustainanefficient storeroom•Recognizethedifferentroles necessary to maintain equipment bill ofmaterials(EbOM)

Keith Mobley FACILITATORAninternalfiretosolveproblemsburnsinkeith.For35years,hehassolvedpersistent production problems and implemented new processes for a wide range of manufacturing environments around the world. He is also one of the premier consultants in the fields of plantperformanceoptimization,reliabilityengineering,predictivemaintenanceandeffectivemanagement. When keith facilitates a class, the participant will experience a logical, rigorous search for patterns and connections with their present situation.

Throughmorethantwodozenbooksandcountlessarticlesinthetradepress,keithhasestablished an international reputation as an authority in workplace learning and performance. Exercising his “strategic” strength, keith helps participants see patterns and solutions when others see complexity. Exercises, case studies, simulations and/or games are among the methods keith uses to draw out reactions and achieve the learning objectives.

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Materials Management Best Practices COURSE

Which approach is more reliable: a doctor that routinely uses a thermometer and prescribes aspirin to a patient with repeat fevers, or a doctor that uses a combination of diagnosis techniques, tests and scanstouncoverthetruecauseofapatient’sfever?

Like clinical diagnosis, effective root cause failure analysis requires correct application of the right tools to make accurate conclusions.

In this three-day class, you will practice selecting and applying the best of seven different root causeanalysis(RCA)tools.Duringtheclass,youwillbegindevelopinganRCAprocesstofit your environment. You will leave equipped to look beyond failure symptoms and find ways to avoid future problems.

Root Cause Analysis COURSE

Manyconsiderationssurfacewhenbuyingacar:howmuchwillitcost?What’sthempg?Whenwillitneedmaintenanceorrepair?Isiteasytofindparts?howlongdoIexpecttohaveit?Whatifitbreaksdown?WillIgetmymoney’sworth?

Purchasing and maintaining a critical asset is no different. The goal is to achieve thegreatestassetutilizationatthelowesttotalcostofownership.

TheAssetMaintenancePlanscourseintroducesthevalueoftheassetmaintenance plan and its critical role in the asset management strategy. Participants work together to develop an asset maintenance plan. The three-day course concludes by discussing how to marshal the people, processes, data and technologies that make an effective asset maintenance plan.

Course Content•Describetheroleoftheassetmaintenanceplaninanasset management strategy •Identifyelementsandprocessofcollectingdatafora maintenance plan •Createareliabilityblockdiagram•Developanassethierarchy•Performacriticalityanalysis•Listelementsofaneffectivejobplan(PM)•DescribetheMROcomponentsofamaintenanceplan•Developamaintenanceplan•Measuretheeffectivenessoftheplan•Identifyfivepredictivemaintenancetechnologies

Asset Maintenance Plans COURSE

Course Content•DevelopyourRCAprogram•WhyyouneeddifferentRCAtools•Whentoapplyvibrationanalysis, thermography, metallurgy, lubrication analysis, stress analysis •SelectandapplysevenRCAtools•A3incidentreporting•Configurationmanagementandhow it affects RCA

Charleston, SC MAInCAMPUSCharleston is overflowing with history, fine lowcountry cuisine, diverse shopping, charming innsandworldclasshotels;it’snowonderSouthernLivingMagazine’sreadersclaimCharleston astheir“favoritecity.”Whileyou’rehere,takeacarriagerideorstrollthroughtownadmiringbeautifully preserved homes and lush walled gardens. And if you have time, tour one of Charleston’smagnificentplantations.visitwww.charlestoncvb.comtogetmoreinformation.

San diego, CA WESTCOASTCAMPUSSanDiegoisbrimmingwithover70milesofoceanviews,92golfcoursesandawardwinningtouristspotsincludingtheAnzaborregoDesertStateParkandSeaWorldofSanDiego.While youarehere,learnhowtosurf,visittheworldfamousSanDiegoZoo,ortakeinagreatmealat oneofSanDiego’s6,400restaurants.visitwww.sandiego.orgtogetmoreinformation.

THE LEARnInG SoURCE FoR RELIABILITY ExCELLEnCE 11

“MyexperienceattheLifeCycle Institute was wonderful. The content was highly applicable to my job, the facilitator did a fantastic job of providing relevant and interesting examples and the hospitality was great as always.”

MIChAELATWOOD DEPARTMEnTMAnAGER RhODIA,InC.

Private ClassesYour training needs are unique. Unique needs may require private, on-site training. Learn from the leaders in Reliability Excellence – on your site – at a time convenient for you – tailored for your environment. All open enrollment public classes are available as private on-site classes led by the same highly qualified, practicing reliability professionals. These private classes are often coupled with High Impact Learning facilitation, Follow Through support, and professional application guidance to insure that the knowledge and skills are applied in the workplace.

Perhaps you want to enhance the skills of your entire team or create a shared learning experience quickly and effectively. The Life Cycle Institute also offers on-site half-day and full-day overview seminars. These feature: •Fullcoverageofthebusinesstopicsourclientsrequestmost •Deliveredatyoursiteoranylocationyouchoose •Customizableforyourorganization’sculture,practicesandneeds

The on-site only seminar topics include: •ReliabilityExcellenceIntroductionforExecutives •ReliabilityExcellenceIntroductionforOperations •ChangeManagement •MaintenancePlanningandSchedulingforManagers

Satisfaction GuaranteeWeguaranteethequalityofourclasses.It’sthatsimple.Over90%ofourparticipantssaytheywouldrecommendthecoursetheyhavetakentocolleagues. If you are not satisfied with a class for which you have paid, we will give you credit towards another class of comparable price or refund your fee.

CEU’sAllLifeCycleInstituteclassesincludeacertificategrantingContinuingEducationUnits(CEU’s).OneCEUrepresentstenhoursofclassroomcontact.

Available Rx ResourcesOurthoughtleadersinReliabilityExcellencehavewrittenseveralbooksandpublishedmanyarticlesonthetheoryandpracticeofimplementingRx.ThebooksareavailablethroughthepublishersandleadingbooksellerssuchasAmazon.MostofthearticlesareavailablethroughtheResourceLibrarysection of our Web site: www.LCE.com. You will also have the option to sign-up for our Institute eNewsletter, Impact, a monthly e-mail with information about classes, locations and dates as well as new initiatives and collaborations.

Foundedin1976,LifeCycleEngineering(LCE)isacompanyspecializinginreliabilityandmaintenancesolutions with focus in both industrial and government markets. LCE has been working in the government market for over 30yearsandtheindustrialmarketforover25years.Asaleadingreliabilitysolutionsprovider,wehavehelped our clients increase profitability through greater capacity, lower operational costs, and less downtime.

Tobesuccessful,companiesneedmorethanatechnicalortechnologysolution.LifeCycleEngineering’suniqueapproachtocreatingsustainableasset reliability: •Combinespeople,processesandeducationtocreatethefoundationforallimprovementinitiatives •Integratesintoexistingperformanceimprovementprograms •Reliesontheorganization’sleadershiptovisualizethefuture,participateinredefiningtheculture,andremoveobstaclestosuccess •Involvesfront-lineworkersincreatingnew,moreefficientandeffectiveprocesses

Ourclients’successisoursuccess;therefore,webringwithusapassionforwhatwedoandcreatethesolutionsthataretherightfitfor yourorganization.

4360CorporateRoad| Charleston,SC29405| 800-556-9589| education@LCE.com | www.LCE.com

Establishing Reliability Excellence for Lean Implementation

The Institute has partnered with the University of Tennessee Center for Executive Education to launch Establishing Reliability Excellence for LeanImplementation(LeanReliability)–acertificateprogramtaughtbypractitioners focused on establishing foundational reliability in support of LeanManufacturing.

Lean Reliability is designed for plant managers, maintenance managers, business unit managers, directors of operations, and vice-presidents of operations who are interested in transforming their business through the principlesofLeanManufacturingbyfirstoptimizingmanufacturingassetsand processes.

Predictive Maintenance Technologies

TheUniversityofWisconsin-MadisonturnedtotheInstitutetodevelopaPredictiveMaintenanceTechnologiescoursefortheirMaintenanceManagementCertificate(MMC)Series.

The course covers why a comprehensive predictive maintenance program must include a range of monitoring and diagnostic tools, including vibration monitoring, thermography, tribology, visual inspection and ultrasonics. The class offers a detailed description of these tools and describes how you can use them as part of an effective predictive maintenance program.

Academic Collaboration