• Corporate Services
  • Corporate Services Overview
• Needs Assessment
  • Needs Assessment Overview
  • Self Assessment - LSI
• Training and Development
  • Training and Development Overview
  • Customized Training
    • Customized Training Overview
    • Customer Service
    • Root Cause Analysis
    • Lean Manufacturing
    • Diversity
    • Lockout and Tagout
    • Machine Trade Skills
  • Evaluation
    • Evaluation Overview
    • Success Strategies
    • Checklist
    • Learning Circles
  • Seminars and Courses
    • Seminars and Courses Overview
  • Consulting and Advisory Services
    • Consulting and Advisory Services Overview
    • Health and Safety
    • Human Resources
    • Organizational Development

Professional Selling

Participation in this Consultative Selling program fulfills the education requirement for the Certified Sales Professional (CSP) designation that gives you a high profile recognition as a sales professional.

The Most Comprehensive Sales Program You Will Ever Participate In

Who Should Attend

Account Managers, sales executives prospecting and managing small and medium sized accounts. A minimum of two years of sales experience is recommended.

Course Benefits

Professional Selling is based on validated sales competencies, developed in conjunction with Human Resources and Skills Development Canada. It will help you establish yourself as the kind of person any buyer would want as a partner. You will learn how to use consultative selling techniques, and practice them through role playing, group exercises and business case studies. In the end, you will have a step-by-step process to acquiring and retaining customers.

The Professional Selling three-day course will enable you to:

• Identify and acquire the essential selling skills required to meet the challenges facing sales professionals
• Understand and implement the tactical, strategic, and self-management skills necessary in many different types of selling roles
• Produce tangible returns by increasing your professional sales skill level and expertise to retain customers and expand business opportunities

In today’s highly competitive and ever-changing marketplace, buyers expect more from their salesperson – information, expertise and professionalism. They demand value in the products and services they are purchasing, as well as the relationship they have with their salesperson.

There are many different types of selling roles: selling in a retail environment, selling for a manufacturer, selling to distributors over the phone, door to door… All of these roles require slightly different selling steps, but they all have common elements:

• facing people who say no
• planning how to reach their goals
• balancing their own interests with those of their customers
• influencing people if they want to be successful
• being able to effectively communicate to make their customers recognize the value of their products and services

The Professional Selling course prepares salespeople to do all of these things and more.

Course Content

Understanding and Managing Yourself

• Personality Traits for Sales Success
• Using Time Effectively
• Professional Behaviour and Development
• The Psychology of Selling – Influencing Buying Decisions

Business Creation

• Strategic Territory Planning
• New Business Prospecting

The Selling Process

• Getting the Appointment
• The 8-Step Consultative Selling Process
• Managing Client Meetings
• Developing Your Presentation Skills
• Negotiation Skills and Techniques

Building Business

• Keeping Your Customers
• The Account Management Process

Facilitator Profile

JAMES OLIVER has sold in the Corporate Arena since 1974 for several Fortune 500 Companies. He has held Senior Account and Sales Management positions in Canada and the United States. He conducts Professional Selling and Strategic Account Management Seminars for The Canadian Professional Sales Association, as well as Centennial College and Loyalist College. Jim holds the Certified Sales Professional Designation (with distinction) conducting CPSA – CSP Examinations and mentoring members of several sales organizations in various industries throughout North America.

Date: October 23, 24 and 25, 2007

Investment: $1395 + GST, includes lunches, break refreshments and comprehensive manual, or $1495 + GST, which includes lunches, break refreshments and comprehensive manual as well as Certified Sales Professional Designation process (see attached)

This Course Leads to Certification: Participation in this Consultative Selling program fulfills the education requirement for certification. It also helps to prepare you for the examination leading to the Certified Sales Professional (CSP) designation.

Contact:
Chuck O’Malley or Brenda Blaind
Loyalist Training & Development Centre
613-966-8121 or toll free 1-888-887-8223
comalley@loyalistc.on.ca
bblaind@loyalistc.on.ca

CSP – Certified Sales Professional
When those three letters follow your name, they pack a powerful message.

• Customers and colleagues know they are dealing with a knowledgeable professional who adheres to a strict Code of Ethics
• Employers know you’ve got solid selling skills and the credentials to prove it
• You know you have reached a level of achievement of which you can be proud

The Sales Designation Process

How to Qualify – To ensure sales professionals of the highest dedication and professionalism bear the CSP designation, the path is thorough and challenging. Candidates must:

• Complete sales-related education covering the identified sales competencies, with emphasis on the Consultative Selling Process
• Meet a two-year practical work experience requirement, which requires verification by two sponsors
• Successfully complete a written and oral professional exam
• Agree to abide by the Code of Ethics
• Be a member in good standing of the CPSA
• Agree to adhere to the Maintenance of Certification requirement

3 A's of Leadership & Authority

Putting Supervisory Skills into Practice

How does a supervisor or manager lead individuals, teams and departments towards higher involvement and higher quality? This question is raised by many who realize that theory cannot replace practical skills when it comes to leading people. The focus of this training is to go past theory and into practice. Participants will gain new insights on the use and misuse of authority and discover and apply practical ways to use organizational authority to lead individuals and teams to a new level of contribution.

In This Two Day Course You Will Learn

• About your natural approach to supervision
• About differing types of organizations and the challenges to supervision in those contexts
• Three skill sets that lead individuals and teams to more ownership of their work
• To read situations and discern behaviours you need to apply in order to lead individuals and teams to greater ownership of their work
• To develop consistent coaching skills that apply to everyday work settings
• To establish strategies that will lead teams and individuals to greater autonomy

Who Should Attend

• Experienced front line supervisors
• New managers and front line supervisors
• Plant & manufacturing managers
• Team Leaders and Lead Hands
• Human Resources Managers and in-house trainers
• Lean champions

Benefits to Supervisors/Managers

• Provides practical coaching skills to managers, supervisors and team leaders
• Improves communication
• Reduces conflicts and frustration
• Improves teamwork
• Increases self commitment from their people

Benefits to Organizations

• Increases organizational responsiveness to employees, market and clients
• Drives fundamental change in a very practical way
• Equips for self analysis and development of a consistent strategy towards building and sustaining effective self directed teams
• Maintains adaptability to changing needs

The facilitator, MARK NORMAN has been working with organizations focused on improving performance, empowerment and creativity since 1992. His work has led him to contribute to organizational change, leadership development, supervisory development and team-building in the food and beverage, pulp and paper, automotive, educational and public sectors. His clients particularly underline his excellent design skills, his expertise at dealing with team and organizational dynamics, his ease at working with front line supervisors and his ability to facilitate open and constructive sessions that focus on concrete results.

DATES ARE:
TBA

YOUR INVESTMENT:

$899.00 per person + GST (includes a virtual reality program that is designed to increase learning speed, promote knowledge integration, and optimize the transfer of skills to the workplace. Participants are immersed in a highly stimulating and interactive environment. Climate offers a challenge for everyone, whatever their level of responsibility.

Note: Manufacturers may be eligible for a (45%) training rebate under the Rural Economic Development Program (RED) “Quinte/Northumberland Region Manufacturing Sector” Workforce Development Strategy – 2005 and 2006.

Class Size Is Limited So Register Today!
You can register by phone: (613) 966-8121, fax: (613) 966-5945 or
Email: comalley@loyalistc.on.ca

CNC Programming/GibbsCAM Training

“Powerfully Simple – Simply Powerful”

GibbsCAM®, the CAM industry’s recognized ease-of-use leader, offers simple to use, yet extremely powerful, solutions for programming CNC machine tools. GibbsCAM’s intuitive, graphical user interface, is not only easy to learn, but is extremely efficient to use. Designed by machinists for machinists, GibbsCAM is extremely familiar to users coming from the shop floor. The GibbsCAM product family supports the full range of metal cutting machine tools, from basic milling and turning centers to rotary tables, to 3 and 5 axis simultaneous milling machines, complex multi-task machining machine tools to Wire-EDM devices through the seamless addition of modules. GibbsCAM’s signature ease-of-use, programming efficiency, speed and short training time makes GibbsCAM the best tool for programming your parts.

Module 1 – Basic – GibbsCAM Lathe and Mill – 16 Hours

Dates: Tuesday January 9, 16, 23 and 30 and 2007 – 6:00 p.m. – 10:00 p.m.
Fee: $ 399.00 / person

For the student with little or no knowledge of Computer Aided Machining

• Introduction to GibbsCAM
• Overview of icons as used
• Geometric Drawing
• Geometry Expert
• Points, Terminator Connectors – What they mean
• Process Control and Set Up Procedures
• Master Program Overview
• Lathe and Mill Modules

Module 2 – GibbsCAM Advanced Milling – 8 Hours

Date: Tuesday February 6 and 13, 2007 – 6:00 p.m. – 10:00 p.m.
Fee: $ 199.00 /person

Prerequisite – Basic – GibbsCAM 2D Milling

• Importing part geometry
• Creating different work positions
• Manipulating parts for machining
• Processing for multiple part, multiple-side machining
• Posting for multiple-part machining
• Processing for indexing on rotary
• Processing for machining on different rotary coordinate systems

Module 3 – GibbsCAM Solids – Drawing – 8 Hours

Date: Tuesday February 20 and 27, 2007 – 6:00 p.m. – 10:00 p.m.
Fee: $199.00/person

Prerequisite – GibbsCAM Advanced Milling

• Constructing basic solids
• Importing solids (IGES, DWG, Parasolid)
• Geometry extraction
• 3D solid construction
• Profiler

Module 4 – GibbsCAM Solids – Machining – 8 Hours

Date: Tuesday March 6 and 13, 2007 – 6:00 p.m. – 10:00 p.m.
Fee: $ 199.00 /person

Prerequisite – GibbsCAM Advanced Milling

• Manipulating parts using coordinate systems
• 2D machining, pocketing, contouring and basic hole manager
• Plug-ins menu
• 3D machining, 3D roughing, Z-level finishing and standard 3D machining cycles
• Machining solid models using lace, face lines to create profile

The Facilitator:

Terry Cox

Terry Cox is president and founder of CAM Solutions. He is a general machinist with over 20 years of experience in facility support, R&D, and developing new product information. He has established an outstanding reputation in CNC programming, working to blueprints and close tolerances, creating new product prototypes, and machine repair.
Terry has taught machine trade programs for Invar, Deloro, Goodyear, Nortel, GT Machining, and the Mechanical Techniques and Manufacturer Operator Programs at Loyalist College.

Machine Trade Skills

Customized training program created for Deloro Stellite

Blueprint Reading – Mechanical

Objective:
To be able to read and interpret a mechanical part drawing and an assemble drawing, recognizing the shape. Also using an assembly drawing and parts list, correctly identify and list the parts to assemble the components.

Topics include:
Like all of the areas, we start basic and will go from there

• Basic sketching
• Basic views
• Basic dimensioning
• Types of lines
• Practice sketching/drawings
• Part drawings
• Assembly drawings

Suggested Hours:
16 Hours

Geometric Dimensioning and Tolerancing

Objective:
Ability to confidently assess and discuss issues that arise from GD&T when applied to engineering drawings. Competence to achieve GT&T verification through practical application of measurement.

Topics include:
Identify the symbols, abbreviations, and specifications pertaining to:

• Datums
• Functional gauging (go/no go gauges)
• Flatness
• Parallelism
• Straightness
• Angularity
• Concentricity
• Perpendicularity

Suggested Hours:
8 Hours

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Precision Measurement (Metrology)

Objectives:
The participants will be able to:

• Achieve imperial to metric conversion with and without calculators
• Identify and describe measurement tools used in the trade
• Use outside micrometers, verniers, calipers, dial indicators, guage blocks, inside micrometers, depth micrometers, telescoping gauges, radius gauges
• Identify surface finish requirements

Topics include:

Reasons for Measurement

• Company
• Employee
• Meet customers’ quality standards – ISO
• Returned product

Systems of Measurement

• Conversion techniques

Scaled Instrumentation

• Direct reading

Development of Standards

• Meet customer expectations

Calibration of Different Instruments

• Frequency of calibration “calibration cycle”
• “care” to maintain instruments
• Calibration “error” of instruments

Inspection

• Degree of detail
• Frequency of inspection of product
• Quality checks/control

Practice

• Hands-on exercising using Deloro parts

Suggested Hours:
8 Hours

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Machine Shop

Objective:
The participants will be able to safely set up and operate engine lathe, drill press, vertical mills, surface grinder, band saw to do basic machining operations, e.g. turning, parting, boring, grinding, tapping, keyway cutting, broaching, sizing, interpreting prints, measuring, fitting, speeds and feeds.

Method:

• Lecture
• Use of appropriate textbook
  • Machine Tool Operations
  • Machine Tool Practices
• Practical exercises on machines to allow participant to gain experience

Suggested Hours:
Theory – 8 hours
Practical – 8 hours

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Introduction to CNC Concepts

Proposed Scope:
This is an Introductory Program focusing on CNC Concepts and Machining Principles.

Objectives:

• Identify type of machine, location of axis and type of controller
• Communicate more effectively with Engineering department regarding equipment/production issues
• Understand the interface between CAD, CAM and Operator Effectiveness
• Explain the various G and M codes as they appear on the operating screen

Course Content:

Introduction
The Introduction will include subjects that pertain to all NC/CNC machine tools.

• Explain NC/CNC/CAD and how they relate to one another
• Definition of the Cartesian co-ordinate system
• Explanation of incremental and absolute positioning
• Safe work practices

Lathe
Describe the typical layout of NC/CNC lathes

• Explain the initial steps involved in set up lathe
• Introduction of tool styles
• Describes other G and M codes
• Explain completing of programs and placement of tools
• Quality Assurance and tooling changes

Mill

• Explain the initial steps involved of mills
• Introduces tool definition
• Details available miscellaneous codes
• Introduces fixed (canned) cycles
• Explain completing of programs and placement of tools

Basic Programming

• G functions
• M functions
• Interpreting readout

Suggested Hours:
16 hours + 5 hours Integrated Project using Gibbs Cam Software and CNC Lathe and Mill.

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Consumable Tooling

Objectives:
Upon completion of Consumable Tooling, the participant will be able to:

• Identify inserts, drills and taps used at Deloro
• Identify their application and appropriate usage
• Identify appropriate costs for inserts

Method:
Possible guest lecturer from outside vendor and supplier of consumable tooling at Deloro (i.e. Kenemetal, Sandvick)

Suggested Hours:
3 hours

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Grinding and Surface Finishing/Trade Calculations

This outline can be modified to fit the background and experiences of the students and in particular, to meet the employer requirements, taking into account the time factor.

Theory Topics to Include:

• Safety
• Types of wheels
• Grinding wheel specifications
• Grinding wheel construction
• Types of abrasives
• Types of bonds
• Tables of useful information, such as relief for H.S.S. Cutters
• Basic tool and cutter machine controls and their operation

Surface Finishing

• Surface roughness and tool marks
• Rigidity
• Burrs and flaws
• Permissible form variations

Practical Topics to Include:

• Machine tool set-up (safety)
• Sharpening of various cutting tools, i.e. drills, end-mills, reamers
• Specialty setups, i.e. job tool geometry required for specific jobs
• Surface finishing inspection

Suggested Hours:
10 Hours

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Trade Calculations (Conversions)

Objectives:
The participants will be able to:

• Know how to use arithmetic as a tool in the field
• Understand and use proper order of operations when implementing formula calculations
• Converting metric to inch and inch to metric

Method:

*Lecture, handouts, class examples

• In shop practical exercise
• Review in class

Suggested Hours:
8 Hours

Contact us. We’ll answer your questions and help you register.

Organizational Development

LTDC has the staff and experience to help you successfully complete organizational development initiatives that can help you:

• Know where you are and where you want to be
• Improve efficiency
• Practice effective marketing, communications, and public relations
• Enrich your workplace culture
• Identify and solve complex problems
• Create effective evaluation and reward systems
• Consistently develop leaders

Our Organizational Development Services include:

• Training needs assessments
• Management & leadership development assessments
• Climate and organizational culture surveys
• Organizational effectiveness inventories
• Strategic planning
• Facilitation services
• Quality Management System – Design & Implementation
• Quality Management System –Internal Auditing (ISO9001-2000)
• Training design
• Corporate communications
• Marketing
• Public relations
• Writing and editing services
• Team-based problem solving
• Solving complex organizational problems and issues
• Follow-up and evaluation services

Contact Us. We’ll answer your questions and help you register.

Human Resources

LTDC has the staff and experience to help you successfully complete human resources initiatives that can:

• Develop clear policies and fair, enforceable rules
• Improve morale
• Encourage promotion from within
• Measure where employees are performing today and where they need to be tomorrow
• Improve attendance
• Increase “good hires”
• Develop cost-effective training programs
  Our HR Services include:
• Pre-hire screening and interviewing services including cognitive, skills index, reliability, productivity, aptitude and career directions testing / evaluations utilizing proven test methods such as TOWES, CAAT, and WONDERLIC
• “Harassment Free” policy statements and enforceable rules
• Staff development for in-house promotions and apprenticeship programs
• Total Performance Management Systems to track today and plan for tomorrow
• Attendance management systems
• Skills gap analysis to develop specific training plans
• Union Pre-Contract Negotiation Preparation
• HR coaching
• HR Policies and Procedures
• Effective Proposal Writing

Contact Us. We’ll answer your questions and help you register.

Health and Safety

LTDC has the staff and experience to help you successfully complete health & safety initiatives that can:

• Reduce work-related incident/accident frequency
• Reduce risks associated with being an employer in Ontario
• Increase due diligence
• Apply world-class models
• Improve health & safety benchmarking
• Ensure your workplace is safe and compliant
• Lower WSIB costs

Our Health & Safety services include:

• Strategies to Reduce Hand/Finger Injuries
• Health and safety audits with due diligence recommendations
• Gap analysis of existing health and safety policies, SOPs, and programs.
• Organization health and safety benchmarking services
• Development of health and safety manuals
• Development of pre-start up safety procedures
• On-site risk assessments
• New hire safety orientation programs
• Behaviour-based health and safety programs and strategies
• “Strategic Pathway” to health and safety excellence using world class leadership models
• Resolving Ministry of Labour issues and outstanding orders
• “Contractor management” programs for your site
• Direction setting and planning activities to focus time and effort of Joint Health and Safety Committees
• Independent on-site incident/accident investigations
• Occupational Noise Audits

Contact Us. We’ll answer your questions and help you register.

Consulting and Advisory Services Overview

More Work…
Fewer People…
Smaller Budget…
Missed Opportunities…

Sound familiar? We can help.

LTDC Consulting and Advisory Services

Don’t compromise your company image by missing another important deadline. We can act as your extra pair of hands when you need a job done right and on time. Outsourcing is a proactive way to get organized, improve productivity, and complete difficult work within time restraints.

We offer professional assistance with projects requiring a high degree of knowledge and experience at a fraction of the costs associated with hiring full-time employees.

When your company needs assistance with your initiatives in:

Health and Safety
Human Resources
Organizational Development

Outsourcing is the smart alternative.

I’ve enjoyed working with Chuck O’Malley and the Loyalist team since 1998. In his role as an Account Manager, Chuck understands how business works, is very responsive, and he ensures that services provided are dialed-in to what we need as a business. Chuck offers a top-shelf program.”

Greg Polan
Director of Human Resources – Chassis Group, Linamar Corporation

Contact Us. We’ll answer your questions and help you register.

Seminars and Courses Overview

LTDC can help you:

• Lower costs
• Increase productivity
• Improve morale and
• Get the results you want.

Grouped by category, here are listings of the courses offered by our expert trainers in any of three delivery choices:

• At our corporate centre;
• On-line; or
• At your company site.

We will go anywhere, anytime, to bring you the best in workforce learning and performance programs.

Workplace Safety
Quality and Overall Productivity
Personal, Professional, and Organizational Effectiveness
Computer Productivity
Mechanical/Electrical Reliability
New Hire and Pre-Employment Programs

All LTDC programs are:

• Developed according to the latest principles of practical adult learning,
• Updated to reflect the most recent legislation, and
• Can be customized to specifically meet the needs of your organization.

Contact us to find out more about how we can transfer knowledge and reinforce skills so you’ll get results.

Workplace Safety

• Forklift Operator Certification
• Industrial Low Lift Trucks
• Overhead Crane
• W.H.M.I.S.
• Lockout-Tagout
• Propane Handling
• Aerial Personal Lifting Devices
• Fall protection
• Z Endorsement Licensing
• Ozone Depletion Prevention
• Due Diligence for Supervisors
• Confined Space
• Electrical Safety Awareness
• New! Response Ability – Court Defensible Skills
• New! Transportation of Dangerous Goods

Quality and Overall Productivity

• Quality Management Systems (ISO 9000, QS 9000, ISO 14001, TS 16949)
• Internal Auditor
• Process Capability and Six Sigma
• Statistical Process Control
• HACCP I & II
• Sanitation Crew Training
• HACCP Auditing Skills
• Continuous Improvement Tools
• Kaizen
• Lean Manufacturing Concepts
• New! Quick Changeovers
• Automotive Quality Infrastructure
• New! Pulp and Paper Technology Series
• Operator Preventative Maintenance
• New! Packaging Certificate Program
• Root Cause Analysis & Corrective Action
• 8D Problem Solving
• 5S and the Visual Workplace

Personal, Professional, and Organizational Effectiveness

• Writing Tips and Techniques
• Writing with Power and Purpose
• Professional Selling
• Power Track Presentation Skills
• Customer Service
• 3 A’s of Leadership & Authority Levels 1 and 2 + Climate Simulation
• Coaching and Mentoring
• Mastering the Art of Personal Effectiveness and Communication
• Conflict Resolution
• Building Effective Work Teams
• Train the Trainer/Facilitator
• Leadership/Supervisory Skills
• Time Management
• Critical Thinking
• Myers-Briggs Type Indicator
• True Colors
• New! Personality Dimensions
• Reducing Stress in a Changing Work Environment
• Problem Solving & Decision Making
• Humour in the Workplace
• Project Management Essentials
• New! Performance Analysis & Feedback
• Appreciative Inquiry
• D.I.S.C. Behavioural Profile System
• New! Self-Managed Leadership
• New! Valuing Our Diversity
• Business Writing Skills
• New! Translating Strategy into Performance
• New! Energizing Your Workplace
• New! Leveraging Diversity and Inclusion

Computer Productivity

• Microsoft Word
• Microsoft Excel
• Microsoft PowerPoint
• Microsoft Access
• Microsoft Project
• Microsoft VISIO
• Corel Suites

Mechanical/Electrical Reliability

• Siemens Simatic Step 7 S7-300 Modules
• Programmable Logic Controllers – Basic, Advanced
• Controllogix, DeviceNet, and associated Allen Bradley products
• Mechanical Skills
• Electronics and Instrumentation
• Welding
• Machine Trade Skills
• Blueprint Reading
• Fundamentals of Geometric Dimensioning & Tolerancing
• Pneumatics
• Hydraulics
• Energy Management
• Preventative Maintenance
• Precision Measurement
• New! CNC Programming/GibbsCAM Training
• Electrical/Mechanical Troubleshooting
• New! Maintenance Management Professional
• New! Pre-Exam Industrial Maintenance Mechanic

New Hire and Fast Track Programs

• “Mechanical Techniques:”/index.php/career/mechanical-techniques/
• Electrical Techniques
• Manufacturing Operator
• Production Associate – Food Services Manufacturing
• Call Centre Pre-Employment Training
• Pre-Apprentice Industrial Electrician
• Welding Skills
• E-Lab

Contact Us. We’ll answer your questions and help you register.

Learning Circles

What is a Learning Circle?

A Learning Circle is a series of discussions, demonstrations, reports on readings and presentations through which the members of the Learning Circle share their knowledge and experience, learn new information and apply and test newly acquired skills.

It is a…

• Small informal group that meets to study a subject or body of knowledge of interest to its members;
• A way of structuring a series of small group meetings to draw on the knowledge and experience of a group of people

Learning Circle Opportunities and Benefits

Opportunities to:	→	Benefits:
Share experiences and insights	→	Meaningful results
Learn	→	Lessons Learned
Explore ideas	→	Inspiration & momentum:
Reduce isolation	→	Future program directions
Solve provlems

Why use a Learning Circle?

• A Learning Circle makes learning more efficient since reports, demonstrations, and teaching experience are shared among the members of the circle.
• A Learning Circle gives essential feedback to learners from colleagues who are working on the same body of skills and information, and whose suggestions on techniques and resources are hence particularly valuable.
• A Learning Circle offers the opportunity to organize demonstrations, reinforcement activities, and workshops for which numbers of people are necessary.

How do Learning Circles work?

A group of people come together to examine an issue or body of knowledge in which they are interested. After some initial planning, the group sets up a series of meetings (normally 6 to ten) with a specific (set of) goal(s) that the members of the group wish to accomplish through the meetings.

Learning Circle Process

Sharing Knowledge	→	Stories and journeys
What have we learned?	→	Common threads
Issues and challenges	→	Future direction

The Schedule of Learning Circle Meetings

The Learning Circle schedule is set by the group as a whole. It is created in the planning meeting and tells people when and where to come and what they should prepare.

A schedule should be set up for a period of at least 6 but not more than ten meetings. This allows participants to plan their time effectively, but does not lock the Learning Circle into a rigid plan for the seemingly indefinite future.

A schedule should be set up for a period of at least six but not more than ten meetings. This allows participants to plan their time effectively, but does not lock the Learning Circle into a rigid plan for the seemingly indefinite future.

Types of Learning Circle meetings

One way of looking at the learning circle process is to identify different types of meetings that take place in the life of a learning circle:

1. The Planning Meeting (in which a schedule is set up (Dec. 8, 2004 – 8:00 a.m.)
2. The Definition Session (in which a problem is defined for further exploration)
3. The Study Meeting (in which a problem is explored in some depth)
4. The Reinforcement or Booster Workshop (in which a number of participants come together to explore applications of learning from other Learning Circle meetings).

Most Learning Circle meetings are a combination of definition sessions and study meetings through discussion and the demonstration of skills. Planning, at least for the next Learning Circle meeting, is an essential part of every meeting.

Potential Roles in the Learning Circle Meeting

Ideally, all members participate in all meetings. Although they will rotate responsibilities from meeting to meeting, at any one meeting members will be identified to play the following five defined roles:

1. Facilitator
2. Recorder (assistant facilitator)
3. Presenter (of a report)
4. Participant

Facilitator:

The facilitator for a particular meeting has the responsibility of facilitating the meeting and keeping the discussion on track. In general, this means that the facilitator ensures that the agenda and the general meeting process are followed.

• The facilitator prepares the agenda (preferably in a form that can be distributed to participants/potential participants prior to the meeting and on a flipchart that can be posted in the meeting) in advance of the meeting.
• The facilitator does not chair the meeting, in that remarks are not addressed to the chair.
• The facilitator is there largely to see that the meeting stays on track, to remind people to stick to the agenda and to see that the basic requirements for the different parts of the meeting are met.

Recorder:

For most groups, the recorder is the person who is designated to become the facilitator at the next meeting. As a recorder, his or her responsibilities are to act as timekeeper and minute-taker. As a timekeeper, the recorder keeps track of the time and announces to the members of the Learning Circle if they fall more than ten minutes behind the times that have been established on the posted or agreed agenda.

• Any serious deviation from the established agenda should be the result of a conscious group decision, not an accident or failure to keep track of the time.

Presenter:

The role of the presenter is to prepare a 10 to 20-minute summary report or presentation to deliver to the Learning Circle meeting.

• Presenters are not asked to give a detailed paraphrasing of the material, or to analyze, critique, or review it, although they will have a chance to offer their reactions to the material during the time set aside for discussion.
• A presenter is asked to report, in outline or point form, a concise summary of the information. People ask the presenter to fill in certain details after the report, and he or she should be prepared to do this. The report itself should provide people with enough information, in a coherent form, to enable them to discuss the material intelligently and know where they need to know more.
• Normally, the presenter will prepare a point-form outline that can be handed out to support the presentation, and that later can be included as an attachment to the Minutes.
• Presenters should remember, as they are preparing their reports, that they are reading and reporting for all members of the Learning Circle.

8 Step Problem-Solving Process

1. Introduce the members of the group or team and note their expectations of the meeting(s).
2. Identify the Questions (normally in the form of a question) – How can we?
3. Identify Facts and Feelings related to the question. (These are not edited by the group or the facilitator, all facts and feelings are O.K. and relevant)
4. Identify Resources on hand.
5. Identify Resources needed.
6. Identify strategies to address the question. (Normally it is a good idea to check off “Facts and Feelings” to be sure everyone’s concerns are addressed).
7. Assign responsibilities to carry out the strategies.
8. Identify specific timelines or meeting times for evaluation.

Tips

• The ideal size for a learning circle is between 6 and twelve participants.
• A classroom is not the ideal setting for a learning circle – you will want to sit around a table.
• Have a flipchart or whiteboard in the room for notes and a common record of meetings.

Words of Wisdom

What I have learned riding my bicycle:

• Set your own pace.
• There will be flats.
• You can’t avoid all the bumps.
• Real hills and head winds are in the mind.
• If there’s something wrong with your bike, fix it.
• If you feel like Superman, you have a tail wind.
• If you want to get there faster, focus on how you’re riding.

Anonymous

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Checklist

Checklist For Planning & Co-Ordinating
Training & Development Activites

ANALYZE TRAINING NEEDS

• Describe current workplace training
• Gain workplace commitment
• Select main focus
• Choose methods to collect data
  • group discussion
  • interview
  • observation
  • questionnaire
  • review of available information
• Develop data gathering tools
• Gather data
• Decide whether training will meet needs
• Prioritize training needs
• Communicate needs findings to workplace

DEVELOP OR SELECT COURSES

• Prioritize training
• Define learning outcomes
• If training delivered in-house:
  • identify in-house expertise
  • identify current in-house courses
  • develop or modify courses to match defined learning outcomes
  • track cost
• If training is delivered externally:
  • solicit tenders based on defined learning outcomes
  • identify possible sources and costs
  • select training source
• Track actual and estimated expense

COORDINATE TRAINING DELIVERY

• Identify participants
• Establish a training schedule
• Reserve facilities
• Arrange for learning resources
• Calculate cost estimates
• Communicate details to participants and workplace
• Identify appropriate funding sources
• Apply for funding
• Allocate expenditures
• Monitor training
• Track actual costs
• Monitor budget
• Update budget
• Produce financial report
• Communicate status to workplace

EVALUATE ACTIONS

• Select elements to be evaluated
• Choose method
• Design evaluation instrument
• Gather data
• Analyse data
• Highlight areas for improvement
• Prepare report on findings
• Devise action plan to respond to improvement opportunities
• Communicate finding on action to the workplace
• Delegate responsibility: Implement action plan

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Success Strategies

Success Strategies for
Workplace Learning and Performance

Contrary to common training practice, the end of a course isn’t the finish line of the educational experience.

If a training program is to achieve real results, everyone involved, including individual participants, their managers/supervisors, and HR/Training departments have to continue working long after the course is over.

Planned follow-up and evaluation are essential to retain use over time and facilitate the transfer of learning from the classroom to the real world.

Some follow-up strategies:

Action Planning
Research shows that if you use an idea within 24 hours of learning it, you are more likely to integrate it permanently. Actions plans, learning journals, and performance contracting are some of the tools that can be used to help participants apply what they have learned.

An especially effective strategy is to implement Learning Circles. Click to find out more…

Send Reminders

Send graduates reminders to take action on what they have learned and, if needed, provide direct support and coaching opportunities.

Keep in Touch

Provide a forum for participants and peers to stay in touch and share success and challenges, new ideas/tips, strategic initiatives, and additional learning resources. Follow-up focus groups are great ways to initiate this activity.

Report Back

Participants need to be talking to their managers, each other and HR/Learning departments. In additional tracking their progress toward achieving workplace learning and performance goals. This can be done in several ways – emails, in person (action plan reviews), or through post-training questionnaires. (See attached sample questions).

Regular reports help determine whether the learning is being applied successfully. Senior leaders want to know whether knowledge, skills and ideas gained from the learning experience are leading to performance improvement and overall results for the organization.

This type of planned follow-up not only provides a way of measuring results from the learning activity but provides a framework to make meaningful revisions to your program and build continuous improvement throughout your organization.

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“What gets measured gets done.
What gets measured and fed back gets done well.
What gets rewarded gets repeated.”

John Earl Jones

Evaluation Overview

“How do I know I’m getting my money’s worth?”

“How can I measure the impact of training on my business?”

“How can I make sure my training and development time is well spent?”

These are great questions. At LTDC we have some of the answers.

Evaluation is the best way to make sure you are getting your money’s worth, but there isn’t a single evaluation method that works best all the time. Check out Evaluating Training: There is no “cookbook” approach below to find out more.

For some general tips, see Evaluation in the Corporate Training Environment

Checklist for Planning & Coordinating Training and Development will help you develop effective training and development activities, and Success Strategies for Workplace Learning and Performance gives you some ways to continue the positive impact of training after the sessions are done, including some invaluable information on Learning Circles.

Of course, Contact Us and we will be glad to discuss the best training and the best evaluation for you.

Click below to access some of our Resources on Evaluation

• Evaluating Training: There is no cookbook approach
• Evaluation in the Corporate Training Environment
• Checklist for Planning & Coordinating Training and Development
• Success Strategies for Workplace Learning and Performance

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Lockout and Tagout

From time to time, the need will arise to perform maintenance, repairs, cleaning, inspection, or refitting of industrial equipment, machinery, and fixtures.

According to the latest statistics, two people are killed every 10 minutes, and an additional 170 people suffer severe or disabling injuries due to accidents sustained while at work.

Most of these accidents can be avoided by providing proper training, and by implementing proper lockout/tagout procedures at your facility. We can provide you with training on general lockout/tagout procedures, or we can custom design this program to suit your specific needs

Introduction

The following topics are included in the introduction section:

• What is a lockout/tagout procedure and why must this program be followed? Why do lockout/tagout accidents happen?
• What is the difference between lockout and tagout?
• When and where lockout/tagout procedures must be used.

The participants will also learn about the potential dangers when working with industrial equipment as well as their responsibilities under the Occupational Health and Safety Act.

PRE-SHIFT INSPECTIONS

The participants are informed about the importance of pre-shift inspections and their role in preventing accidents and costly equipment repairs. Each person is trained on the proper use of a written checklist, and the proper procedures for conducting an inspection and reporting any faults. Also included in this section are the regulations that apply to the “Right of Refusal” of an employee to perform a specific job function when health and safety in the work place may be compromised.

LOCKOUT/TAGOUT PROCEDURE

Controlled shutdown and immobilization of equipment and machinery is the first step to maintaining a safe environment. All employees must be informed when machinery is to be locked or tagged out of service. A full briefing of all personnel involved must be conducted to prevent accidental use of the machine while it is locked out and to inform workers of any hazards that may be associated with shutting down or working on a particular machine (i.e. vapor build up, static charges, toxic effects, protective equipment, etc.).

Topics include following the correct written procedure for lockout/tagout at specific sites starting with obtaining proper permits, locking out the energy source, placing warning signs and applying personal locks, clearing the area, and obtaining the proper personal protective equipment.

COMMUNICATION

Depending on the work to be completed, you may require a project team or site supervision to ensure safety. In some situations, the need for communication is an integral part of performing proper maintenance or repairs. The mode of this communication must be accurately determined (ie. two way radios, hand signals, etc.) and all pertinent personnel must be well versed in the use of these techniques.

PROPER PREPARATION

Before engaging in repairs, there may be a need to obtain adequate bracing, parts, and equipment to do the job correctly. In addition, the lockout must be double checked, and certain tests such as air quality and temperature may need to be checked before the work begins. The written checklist should cover these points in an organized fashion to ensure safety. As an example, did the machinery have proper time to cool before there is any physical contact, or were the wires tested with a meter to ensure that they were not live?

UNIQUE SITUATIONS

When working on industrial equipment, there may be additional safeguards that must be put in place to ensure safety. Some examples would be covering hot pipes, bleeding hydraulic lines or pipes, locking out all valves, tightening and securing flanges, exposure to heat, cold or pressure, and entering confined spaces.

RESTART PROCEDURE

Once the work has been completed, the proper procedure must be followed using a written checklist to avoid accident or injury. This starts with removing all braces, safety chains, heat shields, tools and personnel from the area at which the work was completed. There may be a need to re-pressurize piping, ground equipment, or refill containers. This should be done slowly and cautiously. Re-energizing the equipment according to the order on the checklist must be strictly adhered to.

With the area clear of all non essential personnel, the main power may be re-connected, the machinery testing procedure performed, notification of staff that the work has been completed, removal of all locks, tags, and temporary warning signs and barricades.

Course Duration: 1 day
Participants: 15 maximum for each session
Methodology: Lecture, Group Discussions, Interactive Exercises
Supplies: All binders, course and handout materials will be provided by Loyalist Training & Development Centre
Location: On site

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Facilitator

Michael Gzik – Health & Safety

Michael is the President of Safety 1st, which offers a variety of training programs and services for the industrial, commercial, and corporate sectors that are designed to bring safety to the forefront and save valuable time and money.

Michael has worked extensively throughout the electronics, automotive, food and beverage manufacturing. He has an uncanny knack for understanding and deciphering the numerous laws and regulations as they apply to industrial settings (i.e. Occupational Health and Safety Act, C.S.A. Regulations, Labour Codes, etc.) This, coupled with a long standing teaching, training, and development background forms an unbeatable combination.

Michael’s training style appeals to all of the senses. His vibrant and energetic approach is motivational, inspiring, and educational. This aids in the understanding, retention, and application of the information that is presented.

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Diversity

Leveraging Diversity & Inclusion
An Appreciative Planning & Action Event

Background & Scope

At (company confidential), diversity and inclusion are fundamental values and a key business strategy to enhance competitiveness in the global marketplace.

One of the highly successful initiatives supporting our change and growth was the formation of a cross-functional diversity committee/team focused on:

• Creating and maintaining an inclusive work environment
• Attracting and retaining a highly talented diverse workforce
• Providing a voice to the leadership group on barriers and opportunities
• A support system and forum for exchanging information and ideas around diversity and inclusion

The Trenton Diversity Team accomplished a number of initiatives in support of the site business goals:

• Design and rollout of a diversity education program for all staff
• Implemented a “buddy/mentor” program for new hires
• Identified and addressed issues and barriers to creating a harassment-free and inclusive work environment
• Provided temporary workforce associate training
• Improved diversity awareness and overall plant-wide communications
• Evaluated diversity initiative through a comprehensive associated survey

Our Plan of Work

To build on their success, the committee now wants to enhance the vision, create new opportunities, direction that aligns and leverages diversity to move the business forward.

Our work plan will focus on facilitating an appreciative planning and action framework as a new way of thinking, seeing and acting for powerful, purposeful change – a search for solutions that amplifies what is working well in the context of the Committee mandate.

Our work together will focus on the end result, creating a work environment that makes employees feel respected, valued and connected, so they develop stronger relationships with each other, become more involved in their work, resulting in increased teamwork, innovation, productivity, continuous improvement and results.

Proposed Agenda

• Review and discussion around corporate best practices in leveraging diversity and inclusion.
• Video – Celebrate What’s Right with the World
• Key Points “Recognize abundance, look for possibilities, believe it and you will see it.”
• Debrief video and application
• Overview the Appreciative Planning and Action framework
  • Discuss
  • Dream
  • Design
  • Delivery
• Application of the (AI) model with the Diversity Teams
• Wrap-up and next steps

Duration: 1 day
Location: Off site at a mutually agreed-upon location

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Facilitator:

Mark Norman – Individual and Corporate Leadership

Mark is a respected and sought-after consultant and trainer. He has proven his value to countless individuals and teams in search of effectiveness and balance. He specializes in individual and corporate leadership, helping leaders and teams rise above the issues that impede creativity and growth.

Mark has led major organizational change initiatives in the educational sector, increased empowerment and built effective teams in the pulp and paper industry, rolled out learning and career resilience processes in the automotive industry. With his mastery of English and French, he provides fully bilingual services across Canada and in the U.S.

Mark is valued for his inclusiveness, his ability to challenge thinking, his sense of humour and his consistent creation of safe learning environments.

Contact Us. We’ll answer your questions and help you register.

Lean Manufacturing

Introduction to Lean Manufacturing

The experiences of the past and the reality of today’s global economy has spawned countless refinements to the basic Total Quality Management approach of the 80s and 90s.

Today, concepts such as Self-Directed Teams, ISO 9000/14000, TS-16949, Reliability Engineering, Six Sigma, the Theory of Constraints and Lean Manufacturing are at the crest of the wave of change leading to better, faster, lower cost products and services.

Staying up-to-date is no longer a question of preference but is quickly becoming a question of maintaining or improving competitive position.

What is Lean Manufacturing?

Lean Manufacturing is a team-based systematic approach to identifying and eliminating wasteful or non-value-adding activities within a manufacturing organization.

Lean is a unique way of thinking about the manufacturing process, and should be considered much more than a series of programs or techniques. Much like Six Sigma, it must become a whole system approach in order to create a new operating philosophy, which focuses on eliminating all non-value adding activities from order entry to receipt of payment.

Lean and Six Sigma dovetail nicely to produce a comprehensive and inclusive qualitative and quantitative approach in the pursuit of the three major goals of organizations; customer satisfaction, shareholder return, and employee fulfillment.

Why pursue Lean?

Organizations that pursue Lean implementation experience significant:

• lead time and WIP reduction
• quality improvement
• enhanced flexibility
• reduced transactions
• simplified scheduling
• improved communications
• reduced costs
• better on-time deliveries
• increased sales
• improved employee engagement and morale, and
• improved space utilization.

These outcomes are all possible through the effective planning and implementation of Lean Manufacturing.

Lean People Make Lean Organizations

An Organization is a collection of people voluntarily banding together to produce a product or service. In order to have a Lean Organization, you have to have Lean People. People have to “get” Lean before the organization can get Lean. At Loyalist, our programs address the needs of people at all levels of the organization that pursues Lean Goals.

The Impact of Lean Thinking

Case after case in manufacturing and service industries have shown that quality improves, productivity goes up, inventories are reduced, and lead-times are cut. When costs are reduced and market share grows, profits improve.

• 50% – 99% Quality Improvement
• 30% – 80% Productivity Improvement
• 50% – 80% Inventory Reduction
• 50% – 85% Lead-times Reduction

Day I: Introduction to LEAN Workshop

Using a hands-on simulation, participants will discover the key differences and similarities between traditional mass producing batch manufacturing processes, Total Quality environments and Lean.

Course Content

Lean Manufacturing: History and Origins of Manufacturing A brief history that traces the evolution of lean.

The Toyota Production System: Lean experts contend that the usual lists of techniques and methods for Lean Manufacturing (Work cells, Teams, SPC, etc.) are just superficial manifestations of the Toyota Production System. They maintain that the essence of the system lies in a few fundamental beliefs and rules of behaviour.

Lean Manufacturing: Core Disciplines A definition and discussion of the core disciplines of lean and how they fit together.

• Lean thinking
• The concept of value-added
• Value Stream Mapping
• Kaizen
• Quality at the Source
• Muda: the 8 Wastes
• Workplace organization and the visual workplace (5S and Visual Workplace including the 6th S – Safety)
• Standardized work
• Pull/Kanban
• Prevention and elimination of error: Poka-Yoke
• Theory of constraints
• Total Productive Maintenance
• Quick changeover (SMED)
• Continuous flow work cells
• High first-pass yields with major reductions in defects
• Multi-skilled and empowered employees (Teams)

Day 2 – Pre-planning Day

Prior to the Quick Changeover session, a Loyalist facilitator will meet with a pre-designated GMI Kaizen Facilitator or work team to:

• Identify the target set-up,
• Participatin in Plant Tour
• Observation of QCO in progress
• Assessment and debrief
• Coordinate, schedule or reserve resources such as
  • Meeting Rooms,
  • Audio-visual equipment,
  • Maintenance, Engineering and Tool Room personnel,
  • Team members to be selected and assigned,
  • Videotape & Prepare
  • Pre-planning layout, execution and communication strategies where procedural items will be covered to prepare for the future Quick Changeover Event

Quick Changeover in a Lean Enterprise

One of the kaizen bursts that jump out most often on a Value Stream Map is “set up reduction” or “implement SMED”. Increasingly, customers today want an order size of one piece, lead time of “right now” and the cost of large volume production. How can companies compete in this environment?

In the future state of many Lean companies, flexibility, reduced inventories, and the ability to produce mixed models without adding changeover costs is a key element. Quick Changeover is the common element that links these things and makes them possible.

Quick Changeover is simply the ability to changeover from producing item A to item B with the minimum loss in time. There is a well-developed approach to reducing changeover time from hours to minutes, and this is called “Single Minute Exchange of Dies” or SMED.

Set-up Reduction/Quick Changeover (SMED) Kaizen Blitz

The “Kaizen Event” or “Blitz” methodology is an excellent methodology for implementing and teaching set-up reduction. It generates enthusiasm and relatively fast results. Lessons learned in one setup blitz are usually transferable to another setup initiative and the new lessons learned on the subsequent exercises are usually a springboard for improvements to previous processes.
Set-up reduction blitzes are approached in a four phase process as illustrated below.

1. Maintenance and 5S
   The initial phases of set-up reduction (SMED) are straightforward and simple, yet often bring the greatest benefits. Participants realize immediate and tangible benefits by fine-tuning 5S elements. Disorganization and poor housekeeping are often contributors to set-up problems. It often happens that many set-up problems are related to varying degrees of maintenance issues such as worn parts, worn tooling, dirt, misalignment or damaged threads, etc. These items are easily fixed and represent a good opportunity to implement some early victories.
2. Internal Elements to External
   The next phase involves the analysis of the set-up process itself. Internal elements occur when the machine is down. A thorough examination of each internal element is undertaken to see if it cannot be done externally.
3. Improve Elements
   Improving elements and eliminating adjustments will require more imagination, time and cost. Even here, the improvements are sometimes astonishingly simple and easy. In this phase every element is examined to see how it can be eliminated, simplified, reduce the time required or improve it in some other way.
4. Eliminate Adjustments
   Adjustments are often the most time consuming, frustrating and error prone parts of a set-up. In this phase the team explores ways to minimize or preferably eliminate them entirely as the ultimate goal.

   
   

   3-day Kaizen Quick Changeover Event

   The actual 3-day blitz will consist of:

   • Classroom theory training and discussion, (see Description below)
   • Analysis of (previous) set-up videotapes,
   • Debrief and development of improved set-up strategies
   • Teams initiate improvements and practice a few setups. Videotapes are made to demonstrate the improvement and possible existing opportunities,
   • During the course of practice set-ups or later the team initiates a Modify, Repair or Build (Review and adjustment),
   • As the team members practice the set-up process is documented,
   • This is repeated until the group agrees to standardize,
   • The team celebrates

Follow-Up; Some improvements may be left for later. These are documented and followed up by a Loyalist facilitator.

Description of Training

• Lean Strategy to Increase Velocity
  • QCO and Lean Strategy
  • The true cost of changeovers
  • Typical changeover activity groups
  • SMED overview

• QCO Team Activities
  • SMED Approach step by step
  • The Seven Rules of Quick Changeover
  • … and more!

• Internal Time Vs. External Time
  • Definitions of internal time and external time
  • Exercises to separate internal from external
  • External preparation
  • Reducing internal time through quick attachment hints (diagrams, drawings, and more!

• Point of Use Storage
  • The essential link between 5S and Quick Changeover
  • Definition of Point of Use
  • Visual examples of Point of Use

• Savings Calculation
  • The 5 ways to measure QCO impact
  • Examples of each
  • Formulas for calculation
  • Other types of QCO savings

• Using QCO Worksheets
  • The six essential QCO worksheets
  • Examples of worksheets
  • Instructions
  • Blank worksheets

Conduct Quick Changeover (QCO) on Designated Line (Trial One)

• Debrief
• Video analysis of changeovers
• Lessons learned/inventive thinking (Golden Rule) “Creativity Before Capital”
• Actions plans for next trial

Conduct QCO – Trial 2

• Debrief
• Video analysis
• Lesions learned (inventive thinking)
• Action plans for future applications

Note: The specific 3-day event will be planned in conjunction with key GMI staff to ensure maximum coordination and results. A detailed 3-day break down will be completed with GMI staff.

Duration:3 days
Location:On site

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Facilitators:

Glen LeClair, P. Eng. – High Performance Work Organizations

Glen is currently the Site Planning & Logistics Leader at Procter & Gamble Inc. in Belleville. He has worked for Procter & Gamble for 22 years in a variety of Engineering, Project Management, Maintenance and Operations roles in production plants in Canada, Germany and England.

Glen’s primary field of expertise is optimizing organizational designs and manufacturing systems in High Performance Work Organizations. He has implemented key TPM and Lean concepts since his formal TPM education began in Brussels, Belgium in 1992. He has more recently benefited from the personal coaching from the Japan Institute of Plant maintenance, the founders of the TPM movement.

Glen brings a strong background in practical applications and his humourous, down-to-earth style has earned him exceptionally high evaluations.

Sal Polletta – Leadership & Project Management

Sal is bilingual and has over thirteen years of experience in management and the past fifteen years in the field of consulting, facilitating, and teaching of adults.

He has worked with several educational institutions, training partners, multi-national organizations, and government departments in North America, Europe, and the Middle East.

Sal consults and trains on a variety of topics including project management, leadership, team building, and personal Development. He is a qualified lead auditor of the ISO 900, QS-9000, and ISO 14000 International Standards and is trained as a Six Sigma Black Belt. He has also completed the Canadian Securities Course and CFP Requirements and conducts workshops on Personal and Professional Financial Planning as well as Retirement Workshops with other qualified professionals.

His client list includes General Electric, Goodyear, Black & Decker, Heinz Foods, Canadian Forces Base Trenton (8 Wing), NORTEL, HRDC, CCRA, CCMD, RCMP and the Canadian Police College.

Contact Us. We’ll answer your questions and help you register.

Root Cause Analysis

Corrective and Preventive Action

This course is beneficial for managers, team leaders, team members, and anyone who conducts meetings or facilitates group problem solving teams.

Root Cause Analysis (RCA) is a process for finding the true causes of events, then identifying and implementing containment, corrective, and (preferably) preventive actions.

This process has significant value in helping you to respond to everything from customer complaints, process problems, and accident investigation.

In addition, the activity-based approach of the particular RCA model presented in this course does not limit itself to unfavourable events. The approach seeks to enhance the positive benefits of favourable results by identifying opportunities to maximize these benefits.

The Root Cause Analysis process applies to solving any problem, whether in the workplace or in the personal lives of the participants.

This workshop gives a common language and methodology to understanding the RCA process. This process is framed within two contexts:

1. An overall problem solving/opportunity identification methodology. Consistent with a quality management approach based on Deming’s PDCA cycle and consistent with Ford’s 8D and Chrysler’s 7-step approach.
2. An overall methodology based on prevention and error-proofing geared in the elimination of the 8 manufacturing wastes.

The ISO 9000 international standard as well as other broadly recognized standards such as QS-9000, ISO TS-16949, and ITIL require that organizations have a corrective and preventive action process in place that is used throughout the business. The Root Cause Analysis process is a critical key to running an effective business and enhancing processes related to the standards above.

In this course participants will learn a systematic process that leads to
the determination of various causes of events as well as the implementation and
validation of effective corrective and preventative actions.

The course includes:

• A Survey of Problem-solving Models with a focus on the Ford 8D Methodology
  • PDCA
  • Six Sigma DMAIC
  • Apollo Root Cause analysis and other process-based approaches
  • Theory of Constraints
  • Kepner Tregoe ATS (Troubleshooting)
  • Classic DOE
  • Integrating the best of the “models”
• Defining the problem/opportunity
  • The Proactive and Reactive Nature of Events:
  • Defining: Tools for Getting to the essential nature of the problem/opportunity
  • Forming Teams – Natural and qualified teams
• Data Collection and Measurement
  • Data Gathering Tools
• Analysis
  • The 5 Why Method
  • Three Types of Causes
  • Cause Chains
• Practical Problem Solving
  • Dealing effectively with Problems
    • More than one root cause
    • The root cause is not within your control
  • Generating Solutions
  • Containment (interim solutions)
  • Identification of potential causes
  • Corrective and Preventative Action Types (Alternatives)
    • Brainstorming
    • Creative thinking (advantages and overcoming the difficulties)
    • Exploring TRIZ (The advantages of a Systematic Inventive Thinking approach)
    • Testing
    • Selection of likely causes
  • Implementation
    • Developing implementation strategies
    • Action planning
  • Assessment
    • Follow Up
    • The difference between Verification and Validation
    • Determining the effectiveness of the “fix”
    • After Action Review (AAR)
  • Reporting
    • Formats
  • Learning
    • Back to AAR or Assessment
    • Risk Management and it’s role in prevention and allocation of resources
    • Risk Management Tools as preventative techniques

Maximum Participants: 15

Methodology

To maximize learning/transfer and effectively build individual and team skills, four principles will continually guide training and coaching sessions:

1. Each situation is unique; therefore each solution must also be unique. This means that each training solution will be customized to reflect the needs and characteristics of the training group. Training examples will be relevant and skills will be easily integrated into professional and personal situations. Immediate application of skills means greater chance of success and confidence in use.
2. Training, when possible, should be delivered over a period of time to reinforce and support skill integration and to allow for continual customization, which will reflect the current issues and development progress of training members.
3. Training will reflect and incorporate your philosophies and values. This will ensure that the training is not perceived as another “Flavour of the Month” but seen as a catalyst towards the overall organization objectives.
4. Each session will be highly participative and provide a rich array of learning options that appeal to the full spectrum of learning styles i.e. video, role plays, action research, coaching, and implementation planning.

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The Facilitator:

Sal Polletta – Leadership & Project Management

Sal is bilingual and has over thirteen years of experience in management and the past fifteen years in the field of consulting, facilitating, and teaching of adults.

He has worked with several educational institutions, training partners, multi-national organizations, and government departments in North America, Europe, and the Middle East.

Sal consults and trains on a variety of topics including project management, leadership, team building, and personal Development. He is a qualified lead auditor of the ISO 900, QS-9000, and ISO 14000 International Standards and is trained as a Six Sigma Black Belt. He has also completed the Canadian Securities Course and CFP Requirements and conducts workshops on Personal and Professional Financial Planning as well as Retirement Workshops with other qualified professionals.

His client list includes General Electric, Goodyear, Black & Decker, Heinz Foods, Canadian Forces Base Trenton (8 Wing), NORTEL, HRDC, CCRA, CCMD, RCMP and the Canadian Police College.

Contact Us. We’ll answer your questions and help you register.

Customer Service

A Winning Customer Service Strategy

Achieving excellence in customer service is no accident for successful organizations. It requires alignment of organizational strategies in terms of leadership, culture, structure, and incentives. This is the state-of-the-art customer service planning workshop that any manager from public or private sector environments can use to prepare their organization for the future.

The workshop first presents the key pillars to achieving a winning service strategy. You will have the opportunity to benchmark your organization in over a dozen key areas of service excellence. The workshop goal is to help you and your organization identify the steps required to become the #1 service leader in your industry—a leadership position that will leave your competitors lagging behind.

Program Content

The Business Payoff for a Winning Service Strategy

• How superior service builds customer loyalty
• Why loyal customers are more profitable – the loyalty cycle

Benchmarking Your Business Against the Ten “Key Pillars” to Customer Service Excellence

• Customer service is linked to business strategy
• A clear focus on customer loyalty, retention and recovery
• Service/quality gaps are pinpointed and corrected
• Customer needs are clearly measured and met
• A strategic “customer Value Proposition” exists
• Strong customer-centred processes are in place
• Service leadership is present in all departments
• Management and staff are trained in service excellence
• A well established “Cycle of Service” exists
• Superior complaint management and improvement procedures

How Do You Currently Relate Your Customer Service Strategy to Business Strategy?

• What makes your service levels better than your competitors
• Do you evaluate customers needs to improve your products and services?
• Do you actively market your “service advantage” to clients and customers?

Measuring Service/Quality Gaps

• Today’s service expectations
• Assess your service/quality gaps
• Framework for closing the gaps

Understanding Customers Requirements: Developing a Customer Value Proposition

• Segmenting your customer base
• What customers want and need
• Defining your business
• Developing a “Customer Value Proposition” and customer-defined measures
• Customer value analysis

Designing Internal Processes that Support Service Excellence

• Identifying high impact processes
• Correlating them with your customer value proposition
• How to align and continuously improve your critical processes

Service Leadership: The role of Structure and People

• Is your internal team responsive to customer problems?
• Considerations for organizational structure and systems
• Leadership excellence practices and behaviours
• Using teamwork to support your service strategies

Defining Your “Cycle of Service”

• Assessing your customers critical cycle of service
• Identifying the key moments of truth in this cycle

Superior Complaint Management and Improvement Procedures

• The “costs” of poor service
• How to manage and resolve complaints professionally
• Using complaints to drive improvements in all facets of your business

Duration: 2 days
Maximum # of Participants: 16

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Facilitator Profile:

Brian Beiles, MBA, CA – Organizational Development

For the over 30 years, Brian has focused his business, consulting, and training efforts on helping organizations become more effective in serving their customers, employees and shareholders. Brian is also on faculty with the Schulich Executive Education Centre at York University, where he conducts a number of open enrolment and in-house management training programs.

Brian’s work comprises customized, output-based consulting and training interventions; responsive, flexible service; and an ability to engage people at all levels of the organization. He has worked internationally in a wide variety of industries including: technology, financial services, aerospace, utilities, mining, retail and government.

Major clients include: AECL, IBM, Bank of Nova Scotia, Bell Canada, Bombardier, Enbridge, Inco, Messier-Dowty, Rogers, Stratford Festival and WSIB.

Contact us. We’ll answer your questions and help you register.

Customized Training Overview

When Hastings County and several municipal neighbours decided we needed a training program for our managers and supervisors, we turned to Loyalist College Training and Development Centre. They developed a customized package for us and we are more than pleased with the quality of material and professionalism of the facilitators.”

James R. Duffin
Director of Human Resources, County of Hastings

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At LTDC, our emphasis is on customized workplace learning and performance programmes that really help improve your business.

Our most requested customized programs:

Workplace Safety
Real-world training that reduces workplace incidents and lost time

Quality & Productivity
Effective strategies that enhance quality and increase productivity

Personal Effectiveness
Practical approaches to solving problems, improving morale, and enhancing leadership and team effectiveness so you achieve higher level of individual and team contributions

Computer Productivity
Software applications and practical solutions for increased user productivity

Mechanical/Electrical
Innovative ideas and techniques for increasing mechanical/electrical reliability

Pre-Employ/New Hire
New hire and pre-employment programs to accelerate performance and reduce turnover

Click below for Customized Training Examples

NEW – Customized Machine Trade Skills for Deloro Stellite Inc.
A Winning Customer Service Strategy
Root Cause Analysis, Corrective and Preventive Action
Introduction to Lean Manufacturing
Leveraging Diversity & Inclusion
Lockout and Tagout

Contact us. We’ll answer your questions and help you register.

Training and Development Overview

We equip you with the knowledge and skills for success by delivering packaged and customized Workplace Learning and Performance products and techniques. Click the area below that most interests you.

Customized Training

At Loyalist Training and Development Centre (LTDC) we can provide a customized training package that is a perfect fit for your employee and company needs. Our cost-effective programs range from technical skills training to creative solutions for personal, professional, and organizational effectiveness.

LTDC has become one of our primary learning partners. Their flexible approach that customizes content to fit our specific needs has enhanced CWT-Canada’s skills and productivity. We are extremely impressed with the professional approach and talent of the Loyalist instructors who have provided exceptional value for our investment.”

Brent Taylor, CT,
Manager, Employee Development
Carlson Wagonlit Seminars and Courses

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We also have regularly-scheduled training programs to meet our high demand. You and your employees can participate, or we can develop a tailored course exclusively for you.

• Workplace Safety
• Quality & Productivity
• Personal Effectiveness
• Computer Productivity
• Mechanical/Electrical
• Pre-Employ/New Hire
• Production Associate
• Manufacturing Operator

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Consulting and Advisory Services

More Work…Fewer People…Smaller Budget…Missed Opportunities…?
We can help.

Check out our consulting services in:

• Health & Safety
• Human Resources
• Organizational Development
• Evaluation – tips on making sure you are getting your money’s worth

Contact Us. We’ll answer your questions and help you register.

Self Assessment - LSI

LSI-1 — Self Assessment Tools

Knowing who you are now is the first and most important step in deciding who you will be in the future. Years of research have established that the information needed to allow insight, growth and self-improvement to occur is contained within our thoughts.

Increasing Personal Understanding of Individual Thinking and Behaviour

The LSI is the first in a series of self-assessment tools specifically designed to help you answer the important question of “Who am I, and what causes me to act the way I do?”

Based on a combination of respected psychological and measurement theories, the LSI I measures the thoughts and attitudes which motivate your behaviour, how you relate to others as well as how you solve problems and make decisions.

The greatest value of LSI I lies in the fact that no other self-assessment tool actually reveals and measures the thinking and behavioural styles that help or hinder you in fulfilling your potential. You can use what you learn to initiate positive changes in how you think and act – changes that can increase your personal and professional effectiveness. And because inventory results remain confidential – for your eyes only- honesty and accuracy are greatly enhanced.
The Process

Through your responses to 240 inventory items, LSI I distinguishes and measures 12 key thinking patterns, or styles, that are either effective or ineffective.

Completing your LSI I is the first vital step in the process of changing your behaviour. The inventory has undergone years of research, and has been established as a valid, reliable way to help you take an objective look at yourself. Using the information received from the LSI Circumplex, you can increase change through:

• Identifying the unique thinking patterns that characterize your current behaviour
• Understanding which of your thinking patterns are effective, which aren’t and why
• Deciding which thinking and behaviour patterns you want to change
• Defining optimal ways of thinking and approaching your work
• Setting targeted improvement goals
• Formulating specific strategies to bring about change

Client Process

Each participating company will identify and forward a list of names and emails of participants who will be completing the LSI Self-Development instrument and participating in the one-on-one follow-up process.

Loyalist and our partner, Human Synergistics, will arrange to have the LSI sent to participants to be completed online within a 7-10 day time frame. Once results have been finalized, follow up days will be arranged with each separate group.

We will start off with a 1 hour small group session first to cover the essentials of LSI and feedback process followed by more in-depth 1 hour session with each individual to cover off their specific strengths as well as any stumbling blocks that may be standing in the way of using the self-development guide (maximum of 7 feedback interviews per day).

Results

LSI I provides you with the opportunity to take a close look at yourself. In a sense, it acts as a mirror, reflecting back the image you have of yourself. Sometimes this image is flattering and reassuring, sometimes surprising, and other times difficult to accept.

Whatever the results, there is no doubt that LSI I promotes lasting performance change and improvement by increasing personal understanding of your thinking and behaviour. The beauty of LSI I is that, unlike many other self-assessment tools, it provides a quantified measure for looking at strengths as well as self-defeating behaviours, so that you can further improve upon strengths and precisely target the areas in which you need to change. LSI I is part of the Life Styles System which has been successfully used by over 1,000,000 managers and 240,000 organizations in the past 20 years.

Their results have indicated that significant connections exist between individual LSI I scores and the development of

• Leadership effectiveness
• Increased ability to cope with pressure and change
• Achievement of set goals
• Flexible and creative thinking
• Improved relationships with others
• Greater motivation to initiate change and make things happen

“Self-Assessment/Learning Instruments”

The LSI and the Process of Self Improvement

Doing anything correctly requires the right tools. Just as changing a tire is quicker and easier with a jack, improving yourself is much less difficult with a tool specifically developed to assist you. The LSI can be that tool. Together, the LSI and the Self-Development Guide can help you accomplish your self-improvement goals.

The LSI provides you with a valuable opportunity to look at your thinking and behaviour – to recognize your specific strengths, as well as any “stumbling blocks” that may be standing in your way. You can use what you learn to initiate positive changes in how you think and act: changes that can increase your personal and professional effectiveness.

The Benefits of Self Improvement

• Greater satisfaction with personal and professional life
• Improved relationships with family, friends and co-workers
• Increased productivity and improved quality of work product
• Reduced likelihood of stress-related illness
• Heightened self-esteem

The Process of Self Improvement

• Only you can improve yourself. Changing your behaviour involves these steps.
• Knowing your strengths and weaknesses
• Accepting yourself as you are now
• Understanding how your thinking and behaviour affect yourself and others
• Deciding to improve yourself
• Committing to a plan of action to change your behaviour

Other available instruments:

• MBTI (Meyers-Briggs type indicator)
• Personality Dimensions
• One Smart World
• Organizational Culture Inventory (O.C.I.)

Contact Us. We’ll answer your questions and help you register.

Needs Assessment Overview

An effective training program assists participants to meet strategic goals. You may know exactly what those goals are and what you need to reach them. If not, we can help you identify your pertinent training requirements.

Why Assess Needs?

• To develop long and short-range plans
• To help define/solve problems
• To help decision makers and planners set priorities
• To prove you know what you are doing
  • establish accountability
  • obtain value for money
• To discover opinions
  • raise awareness
  • influence opinion
• To develop support and stimulate action
  • learn what people want
  • involve them in taking action to get what they want and need

It’s as easy as 1…2…3

1. Review strategic plan and possibly include feedback from clients regarding services provided or products produced.
2. Compare current operational results to desired results—then identify necessary steps to meet strategic goals.
3. Uncover structures and situations that might prevent those steps, and identify them for resolution.

This type of needs assessment gives you specific information and objectives on which to build an effective training program. Saves you time, saves you money, and gets results.

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Corporate Services Overview

Most business surveys report the following top challenges:

Sound familiar?

We can help you:

• Lower your costs
• Increase productivity
• Improve morale
• Get results, and
• Meet these challenges

We offer Corporate Services in three main areas, please click your choice for more detailed information:

Needs Assessment

You may know exactly what you need. If not, we can help you identify your pertinent training requirements so you and your employees meet your specific goals.

Training and Development

We equip you with the knowledge and skills for success by delivering packaged and customized Workplace Learning and Performance products and techniques.

Consultation

Our consulting and advisory services in Health & Safety, Human Resources, and Organizational Development can help you perform to higher standards with fewer resources.

Contact Us. We’ll answer your questions and help you register.