IMUA 12-10 - PCC 50th Anniversary

New assets management system...More than 1,000 volunteers, at the rateof 200–300 per night, helped put on the 2010Haunted Lagoon (photo by Mike Foley)Special Events:A ‘Haunted’ hit, 2011By the numbers, approximately 37,000guests enjoyed getting scared by more than1,000 volunteers as well as the usual assortmentof creepy employees during the PCC’sbiggest 2010 special event — HauntedLagoon, which ran from October 1–30. Andafter all the screaming stopped, everybodyagrees this year’s third annual floating spookalley was the best yet.Fans interviewed in exit surveys usuallysaid they had a favorite scare. For many, thenew laser vortex in the Hale Aloha add-onwas weirdly effective, others “enjoyed” thestartling surprises that literally climbed outof the lagoon. Then there were the killerclowns, headless cadavers and hair-snaggingspiders, just to name a few more of the thrills.“People don’t realize the efforts it takesto create those effects,” said PCC imagineerWilliam Mahoni, who added five minutesto this year’s event and has already startedplanning the 2011 version. In fact, you’llsometimes find him sitting by the side ofthe lagoon, “trying to visualize what wouldbe the best scare in that area, plus makingit stay within friendly boundaries of familyorientedentertainment.“We’ve tried to make it special for everyonewho comes and find the right balancefor families with little children, as well asteenagers and adults,” added PCC President& CEO Von D. Orgill. “It seems we’re rightContinued on page 5Continued from page 3clean equipment, and how often we maintainit.”• Establishing greater accountability forincreased resource utilization• Costing less: “There is less cost when wemaintain our equipment properly.”• Using common language: “As we comeunder the umbrella [of the Church], wewill have a common language in talkingwith the First Presidency and the PresidingBishopric.”• Utilizing headquarters staff for implementation,such as Mason and others at Churchheadquarters.• Preparing for the possibility of futureexpansion.Mason further said cost, quality andtimeliness “are also key factors for success”as we implement:• Cleanliness standards: “They have beenfinished and posted.”• Maintenance standards: Completed.• Replacement and improvement standards:Completed.• Performance measurements: “You have awonderful performance matrix in place.”• Asset management tools: In process.• Project management processes: In process,including bidding, development, writingcontracts, etc.• Capacity and production schedules: Inprocess. “You cannot improve on that whichyou do not measure. So, you have to measureyour people; you need to know what they aredoing. The key is to be constantly monitoringand making sure your people are performingwhere they need to perform.” These also helpdetermine the number of employees neededto accomplish objectives.• Annual plan process: To be submitted toChurch headquarters.Mason also said the need to be betterorganized not only applies to our work, “it’simportant in our own lives. As we organizeourselves personally, we bring the Spirit intoour lives, that will be demonstrated in ourwork habits and our work environment.”“We stress that, because if our own homesand lives are in balance with the Lord, wewill be able to utilize the gifts, talents andabilities that we have built in our homes intoour workplace.”Mason does as he says. For example, eventhough his family lives in a rental home,he washes the windows and air conditionercoils weekly with water “because of the saltyair. Changing your filters and cleaning yourcoils are all part of extending the life of yourequipment.” The same practices apply tocars and yards. “I should take care of andmaintain everything I own,” he said. “It’s thesame with our bodies: Eat properly. Get agood night’s rest.”“If I live in an environment that’s a ‘5’constantly on the scale, I learn to ignore whatshould be a ‘2’. I let it slide. Not only that,but a clean environment is a pleasure to workin,” he said.“There can be substantial cost-savingsgoing into this program, because you cansave the life of the equipment by maintainingit. It will last much longer.”“Some of the areas at the Center are alreadyimproving, using current manpower,”he continued. “We’ve still got a long ways togo, but we are turning this ‘mega-ship’: It’sgoing to take a little time, but we will getthere and we’ll be headed in the right direction.”Mason recognized that “change is noteasy for everyone, but the people here arewilling to do whatever we ask. They needsome guidance, direction, and tools in placeto make sure we’re getting the best qualityfor the money we’re spending. That’s thedirection we’re taking this.”“With the help of the Lord, this willwork,” Mason said. “Accountability is thekey to the whole thing. We have to do ourpart. As the employees know what’s expectedof them, they will achieve it. Their hearts arein the right place. They want to be successful.”i m u a p o l e n i s i a