CHANGING BEHAVIOR TO PRODUCE RESULTS^®

LCE built the Life Cycle Institute to share maintenance and reliability subject matter expertise with the world. Through certifications, coaching, and a focus on real-world application, Institute programs turn training into lasting results.

Life Cycle Institute Alumni

What makes us different? High Impact Learning.

Learning is change. Change is learning^®. Today’s competitive advantage goes to those who can learn, adapt, and innovate faster. For this reason, LCE started the Life Cycle Institute -- a division dedicated to human performance improvement -- as a way to share asset management and reliability subject matter expertise with the world. Our approach to training is different. We call it High Impact Learning. High Impact Learning is executed through our 3A Learning^® process that integrates learning, leadership, and change management techniques to produce documented, sustainable results. When you partner with the Life Cycle Institute for your performance improvement needs, you will experience learning that changes behavior and produces results. For more on the Institute's 3A Learning^® process, click the logo below.

Partnerships and Affiliations

What is the Life Cycle Institute Learning Experience?

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Live, virtual learning was easy to use and very interactive - the powerpoint and handouts made it easy to follow along with the instructor. I strongly liked the course design; the hands-on activities with groups and individually kept this course much more dynamic than other virtual trainings.

CertainTeed Corporation

Quality Engineer

Out of 30 years of different classes and instructors, this is the best class I have attended thanks to the instructor and the class materials.

Bridgestone Firestone

Crew Leader

I was able to apply the concepts learnt in the lessons and apply it in my assignments with valuable feedback, which helped me really grasp the topics. I liked that it is self-paced so I can take my time and digest the information while having the option to continuously review what I learned.

BHP Billiton

Electrical Technician

Institute Student’s Journey to Reliability Engineering Excellence

Jeremy Cline, a dedicated Reliability Engineer at Electrolux, located in Anderson, South Carolina, has been instrumental in orchestrating a remarkable turnaround at the company’s manufacturing plant. Working for a leading global appliance company that has shaped living for the better for more than 100 years, Jeremy was responsible for leading a once high-maintenance, inefficient plant to an efficient, cost-effective, predictable operation.

Business Consulting Company Works Closely With Life Cycle Institute to Become Facilitators of Learning

A business process consulting company determined that effective training benefitted their projects by speeding the adoption of new behaviors and fast-tracking client performance goals. The company offered courses to educate client employees on new business processes and best practices, with the hope that employees would practice new skills in the workplace. A major differentiator for the company was its consultants. The consultants were subject matter experts (SME), many of whom had over 20 years of experience in their field. The company wanted SMEs to teach the courses because they held credibility and embraced company ideals.

Financial Consulting Company Employs Life Cycle Institute Learning Consultants to Transform SMEs into Learning Facilitators

A financial consulting company was hired to support an ERP implementation project for a large government agency. The consulting company provided different forms of implementation support, including data verification and system configuration services. To increase the value they could bring to their client, the consulting company provided pre-implementation training. The training aimed to prepare ERP-users for interface changes, maximize user adoption and minimize input errors once the system was live. Senior financial consultants delivered the initial training. Feedback from the client was that although the instructors were very knowledgeable, it was hard to connect the classroom instruction to what trainees were to do differently once back at work.

Metals Company Engages the Life Cycle Institute to Design Training Program for Newly Created Position

A leading aluminum rolling and recycling company wanted to create a strategic new job position in the company. The organization opted to promote current employees, training the individuals on the knowledge and skills they needed to succeed in the new position. The company searched for an appropriate training program to prepare the employees for their new responsibilities. The training program needed to be based in practical application, led by subject matter experts (SMEs) and include real-world exercises and activities. The company spent considerable time researching training offerings, but returned with largely theoretical or academic courses that did not meet their criteria.

Supervisors at Power Cooperative Improve Management Skills With LCE

In late 2012, a power cooperative had the advantage of an experienced workforce and the ability to be a low-cost power producer. They were also confronted with considerable risks such as increasing costs, new regulatory requirements, and the retirement of skilled personnel. In an effort to capitalize on the plant’s strengths and mitigate risk, the co-op engaged Life Cycle Engineering (LCE) to implement a Reliability Excellence® (Rx) initiative. The organization set out to improve safety performance, reduce rising costs, and reach and sustain a proactive culture. One important method of achieving these goals was building supervisor competency. The client partnered with LCE’s human performance group, the Life Cycle Institute. To maximize the impact of this approach the co-op utilized the Life Cycle Institute’s 3A Learning ® process coupled with an accountability and coaching tool called ResultsEngine ®.

Life Cycle Institute Partners with DTE Energy to Develop and Deliver Training That Helps Build Asset Management Capabilities

DTE Energy is a Detroit-based, diversified energy company involved in the development and management of energy-related businesses and services. More than 10,400 DTE employees work in utility and non-utility subsidiaries in more than 26 US states. As DTE’s business grew, they needed a strategic approach to learning and development across business units. To respond to this need, DTE created organization-wide “foundational capabilities” to drive corporate values, business strategy and goals. Early DTE foundational capabilities included leadership, business acumen, and continuous improvement. After successfully establishing eight foundational capabilities, a senior executive with a background in nuclear energy challenged the company to define a ninth foundational capability for asset maintenance.

Life Cycle Institute Designs Training to Fit Clients' Business Objectives

Before participating in learning events, Life Cycle Institute helps organizations understand that all participants should have a thorough understanding of what they are expected to learn, how their behavior is expected to change, the results they are expected to achieve, and how these results contribute to the overall goals of the organization

Institute Student’s Journey to Reliability Engineering Excellence

Bret Berry, a professional with a background in maintenance, experienced a significant career turning point in March 2020 when the COVID-19 pandemic disrupted operations. Around this time, an experienced reliability engineer left the company, leaving behind machines with sensors that were underutilized and unmonitored.

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CHANGING BEHAVIOR TO PRODUCE RESULTS®

Life Cycle Institute Alumni

What makes us different? High Impact Learning.

Partnerships and Affiliations

What is the Life Cycle Institute Learning Experience?

Decades of Impact. Real Results.

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CHANGING BEHAVIOR TO PRODUCE RESULTS^®