Search Results for Coaching Employees Through Change

Leadership Is Vital to Success

Leadership is vital to the success of all companies. It is a journey that requires reference points to ensure leaders remain on course and continue to grow. Almost all companies need more deliberate and focused leadership development. They need leaders who inspire people to follow. This is especially true when implementing successful work processes. This article describes the needed steps, as well as the roles and responsibilities required, for implementing successful work processes and a leadership structure.

Leadership for Reliability

Using Performance and Development to Sustain Performance Improvements

The road to better manufacturing performance is littered with well-meaning improvement efforts that fall short. In some cases, initial progress fizzles out due to a lack of structure and incentives. In others, the workforce never embraces the desired change, viewing it as a top-down directive rather than an initiative they can truly own. Although executives often recognize emerging issues that impede improvement, developing and executing strategies that effectively address those issues have proved to be a recurring challenge.

Life Cycle Engineering - 1st US Authorized Training Provider for Prosci Change Management Programs

CHARLESTON, SC,—The Life Cycle Institute, Life Cycle Engineering’s education group, is now accredited as the first U.S. Authorized Training Provider for Prosci, the world leader in change management best practices and research. Prosci’s methodology has become one of the most widely used approaches for managing the people side of change in corporations and government.

Leadership for Reliability

Plant Excellence Playbook - Sustainable Change in Less Than 180 Days

Football and the game of plant performance improvement are similar in many ways. In football, there are four quarters in which the game is played, just like the four fiscal quarters of business. The only score that matters is the one that stands at the last second of the fourth quarter.

Kimo Oberloh Joins LCE as a Lean Manufacturing Community of Practice Leader

CHARLESTON, SC - Life Cycle Engineering (LCE) is pleased to announce that Kimo Oberloh has joined the company’s Reliability Consulting Group as a Lean Manufacturing Community of Practice Leader. Kimo is a Lean Manufacturing Subject Matter Expert with extensive implementation experience in all types of manufacturing environments.

Kimo Oberloh Joins LCE as a Lean Manufacturing Community of Practice Leader

CHARLESTON, SC - July 13, 2011 - Life Cycle Engineering (LCE) is pleased to announce that Kimo Oberloh has joined the company’s Reliability Consulting Group as a Lean Manufacturing Community of Practice Leader. Kimo is a Lean Manufacturing Subject Matter Expert with extensive implementation experience in all types of manufacturing environments.

reliability engineering for maintenance

How Portland General Electric is Using RCM to Change Their Maintenance Culture

By Cheryl Bryant, Portland General Electric, Portland, OR, Paul Lennon, Portland General Electric, Portland, OR, and Jason Ballentine, ARMS Reliability Engineers, LLC, Austin, TX

Portland General Electric has recently completed a number of Reliability Centered Maintenance studies at their Boardman generating facility. Although the predicted results are impressive Portland General Electric is simply using Reliability Centered Maintenance as the tool to initiate a change in their maintenance culture.

Measuring Sustainable Change

Originally presented at Reliability 2.0

by David A. Army, CMRP, SAMI and Gwendolyn Army, LCPC

The Perspective

Many times, business professionals have been involved in changes to processes or systems where they have relied on seat of the pants knowledge to determine whether or not they were successful. More often than not, the initiative flounders once their attention has been turned to the new “flavor of the month” and its back to business as usual.

Workforce Development

Originally presented at Reliability 2.0

Co-author: Bill Hall

Abstract

Big changes are happening in today’s workforce. These changes have nothing to do with downsizing, global competition, or stress; it is the problem of a distinct generation gap. Young people entering the workforce are of diversified background and have much different attitudes about work. They want a life‐work balance. They want to be led, not managed — and certainly not micro‐managed. The new mode is flexibility and informality. A large proportion of our managers of the veteran era have been trained in relatively autocratic and directive methods that don't sit well with today's employees. Are we preparing our workforce to meet tomorrow’s need?

Why do so many Reliability / RCM programs fail or don't get implemented? What are the key obstacles we need to overcome for a successful implementation? Are our people trained – aware of best practices? Do we have the right people available to implement the best practices? This paper will attempt to answer some of these questions.

Leadership for Reliability

Reshaping Sugar

The Transformation of U.S. Sugar

by Darrin Wikoff, CMRP

A 12% increase in production capacity over three years with virtually no increase in operating costs makes United States Sugar Corporation the leading producer of retail and industrial bulk sugar in the United States.