Asset Reliability Practitioner® [ARP-L] Reliability Program Leader

Introduction

This 5-day program prepares current and aspiring reliability leaders to sit the Mobius Institute Asset Reliability Practitioner® (ARP-L): Reliability Program Leader certification examination. The course focuses on building the leadership, governance, and program management capabilities required to design, implement, and sustain effective asset reliability programs at an organizational level. Participants explore how reliability strategy, leadership behaviors, and management systems work together to drive long-term asset performance. The program emphasizes reliability governance, alignment with business objectives, change management, performance measurement, and the integration of reliability practices across operations, maintenance, engineering, and leadership teams. Through structured discussions, case-based examples, and practical exercises, participants strengthen their ability to lead reliability initiatives, influence stakeholders, and embed reliability thinking into organizational culture and decision-making. The program concludes with a comprehensive review and exam preparation session aligned with the Mobius Institute ARP-L Body of Knowledge, supporting confident readiness for the certification examination.

Objectives

• Design and lead an asset reliability program aligned with organizational objectives.
• Establish reliability governance and ownership across operations, maintenance, and engineering.
• Apply reliability metrics and performance indicators to guide decision-making.
• Lead change and stakeholder engagement to sustain reliability initiatives.
• Integrate reliability practices into management systems and organizational culture.

Training Methodology

This is not an introductory course but one that is intended for those planning to sit for the certified quality manager exam. However, the topics are covered in such sufficient detail so that people with little advanced knowledge of the concepts will be able to master them with practice. Each topic is presented in a practical, easy to follow manner that emphasizes the practical application of the tools covered. Participants will be given the opportunity to practice tools during the course as well as with optional homework exercises. A comprehensive manual, designed for use as an exam reference book, is provided to each attendee which provides a review of exam topics as well as several sample exams.

Who Should Attend?

This program is designed for leaders and managers responsible for driving asset reliability initiatives and sustaining reliability performance across the organization. It is suitable for:

• Reliability and Asset Management Leaders
• Maintenance and Engineering Managers
• Operations Managers and Plant Leaders
• Continuous Improvement and Operational Excellence Leaders
• Professionals responsible for leading or sponsoring reliability programs

Course Outline

• • GETTING STARTED
    • The goals of “reliability improvement”
  • IMPLEMENTATION
    • Why do programs fail?
    • The Asset Reliability Transformation (ART) process
  • THE ECONOMICS OF RELIABILITY
    • Speaking the language of “finance”
    • Basic financial analysis techniques
  • PHASE ONE: VALUE
    • Performance
      • Safety incident reductions, improving quality, profit maximization etc
    • Constraints
      • Capital, regulation, raw material availability etc
    • Risk
      • Pareto analysis
      • Asset Criticality Ranking
    • Opportunities
      • Achieving peak business performance
      • Total Effective Equipment Performance (TEEP) and Overall Equipment Effectiveness (OEE)
    • Winning the support of management
  • PHASE TWO: STRATEGY
    • Implementation strategy
    • Asset strategy
  • THE PSYCHOLOGY OF RELIABILITY
    • How do people make decisions?
    • Changing behavior
  • HUMAN ERROR AND HUMAN PERFORMANCE MANAGEMENT
    • What causes human error
    • Managing human error
  • CULTURE CHANGE
    • Why do we need to change the culture?
    • How do you change the culture?
  • PHASE THREE: PEOPLE
    • Leadership – a key ingredient to success
    • Buying in to reliability improvement
    • Training and certification
  • PHASE FOUR: CONTROL
    • Breaking out of the “reactive maintenance cycle of doom”
  • PHASE FIVE: ACQUIRE
    • Project management
    • Designing for reliability
    • Acceptance testing
  • PHASE SIX: DISCIPLINE
    • The CMMS/EAM
    • Documenting procedures
    • Shutdowns, turnarounds and outages
    • 5S and the visual workplace
  • PHASE SEVEN: CARE
    • Basic care – lubrication and cleanliness
    • Operator-driven reliability
  • PHASE EIGHT: ANALYTICS
    • Review and improve financial performance
    • Monitor KPIs
    • Condition-Based Maintenance
    • Predictive analytics
  • PHASE NINE: END OF LIFE (EOL)
    • Root Cause Failure Analysis
    • Recording failure data
  • PHASE TEN: OPTIMIZE
    • Continuous improvement
    • Re-assess the risks, goals, constraints and opportunities