Success in reliability leadership comes from understanding the value of the program (and communicating that value), having a detailed strategy, and engaging with the entire organization so everyone is pulling in the same direction. Those topics are the main focus of this training course.
For the true leader of the reliability improvement initiative
FREE DEMO: See a preview of the ARP-L course. Included is segments from our instructional videos and a chapter from our comprehensive ARP-L manual. You can access the training demo with your student credentials or create a new account using this link – ARP-L Course Demonstration Link.
What a great opportunity you have. Improving reliability will make the plant safer and more competitive. Your fellow workers will have greater job security and they will enjoy a greater sense of job satisfaction.
But that’s only if you are successful with the program…
You, therefore, have a great weight on your shoulders. Not every reliability improvement initiative is successful; sadly, far from it.
We have defined this course to help you to be successful with your program. We don’t know of any other training course like it. Success in reliability leadership comes from understanding the value of the program (and communicating that value), having a detailed strategy, and engaging with the entire organization so everyone is pulling in the same direction. Those topics are the main focus of this training course.
Yes, this course will also discuss many of the essential elements that must exist to have a successful, sustained program, but for the most part, it will be your reliability engineers who must understand the details of those elements.
Leadership versus program management
It is all too common for people to view reliability improvement as a technical challenge, and therefore the role of the manager of the program simply to facilitate the technical solution.
And that is one of the major reasons why so many programs fail.
This training course is not about managing a technical program. It is about leading a successful, sustained initiative that achieves the highest levels of performance via improved reliability and reduced waste.
The leader must deliver value to the organization, and therefore they must understand what that means for their organization. The leader must change the culture and sustain the enthusiasm and engagement of all employees.
The leader must establish a strategy that steers around the quicksand and continually add value.
This course will explain how to do just that.
LEARN MORE ABOUT THIS COURSE
Duration:
- 32 hours minimum: Typically delivered over 5 days
Format:
- Live public course
- On-site course
- Virtual online course
- Video distance learning online course
Compliance:
- Training: modeled on 18436-2 and ISO 18436-3, but there is no ISO standard for reliability personnel certification.
- Certification: according to ISO/IEC 17024 and modeled on ISO 18436-1
- Training: ISO 18436-3
Exam:
- Three-hours
- 100 multiple-choice questions
- 70% passing grade
- Can be taken online or in-person at the course
Certification requirements:
- Training course completed
- 48-months of work experience, verified by an independent person
- Pass the exam
- Valid for 3 years
Pre-study:
- Access to the “Learning zone” upon registration and payment
- Complete set of videos covering every topic
- An excellent way to be prepared and get the most from the course
Post-study:
- Continue to access the Learning zone for 6-months after the course
- Continue learning, without charge, on Mobius CONNECT® via www.mobiusconnect.com
In brief, we will explain the implementation process, educate you about the economics of reliability, and then explain how to establish a new program or reinvigorate an existing program. By the end of this process, you will have the support of senior management which is so critically important.
Next, we will focus on how to develop an engaged, educated, and qualified workforce. We will start with a discussion of the psychology of reliability, discuss human error and human error management, and then take a very close look at the culture change process. As part of that process, we will discuss how to ensure everyone buys-in and contributes to the program.
One of the most common reasons for programs to fail is they cannot break out of the “reactive maintenance cycle of doom”. So that’s the next major topic we will discuss; a step-by-step guide to greatly reducing the volume of breakdown maintenance work.
By this stage, we will have senior management support, a detailed strategy, an educated and skilled workforce that is developing a reliability mindset, and a maintenance group that is no longer frustrated by endless breakdowns. Now we can step it up a gear and work towards “world-class” performance.
While the technical details will be handled by your reliability engineers and people in the maintenance, engineering, and operations/production departments, you must understand how to drive the organization towards best practices.
We will begin with a discussion of defect elimination in the area of project management, design, procurement, and contractor management. Everything the organization acquires must be fit for purpose.
Next, we will focus on how to establish discipline in the way we perform all maintenance tasks, manage our spares, and the way we operate the equipment. A disciplined approach will set up your equipment for a successful operation. One of the requirements is to have an effective asset strategy (strategic maintenance plan) so we will discuss the outline of that development process.
To keep the equipment operating smoothly with trouble-free operation, we must care for those assets. We need the equipment to remain in a healthy condition, and we must operate them with standard operating procedures. This section will also cover precision lubrication and 5S.
And finally, in order to improve everything we are doing, from the maintenance decisions we make with condition monitoring to the changes we make in our program, we must make data-driven decisions, we must learn from failures, and we must continually optimize everything we do.
If you would like to know more about the topics covered on the course, you may enjoy reading the pages on our site related to the Asset Reliability Transformation [ART] process. We will be following that process, step-by-step.
Early in the course, we include detailed modules on the “Economics of reliability”, the “Psychology of reliability”, “Human error and human error management”, and “Culture change” in order to build the knowledge necessary to excel in the VALUE, STRATEGY, and PEOPLE phases, but from that point on we will basically summarize the core elements of the ART roadmap with a little less detail (because the reliability engineers are the team members who must understand the details).
The following will give you a very good idea of how the course flows.
Start with the big picture
Early in the course, we will introduce the Asset Reliability Transformation [ART] process. While it is not required for you to follow the strategy that we have defined, there is absolutely no doubt that if your strategy contains all the key elements that we outline, and you deliver them in the right order, you will have success.
We will summarize the ART process, and then go back over it in a little more detail so that you have a clear picture of what we are trying to achieve.
Establish the economic value of the program
The first phase of the ART process is to establish the VALUE of the program.
This is critically important.
You won’t achieve senior management support or sustain that support unless you can express the value of the program in terms that appeal to the senior executive: safety, the environment, production output, quality, and economic value. You must, therefore, be able to speak the language of finance.
We will take you through a detailed discussion of the economics of reliability and explain a wide range of financial terms including ROI, NPV, DCF, IRR, EVA, and measures such as RONA, EBITA, and others. If you are not familiar with these terms, then this course is perfect for you.
It is essential that every resource applied to improve reliability is aligned with the goals of the business. We then explain how you can perform a “business process review” to understand the organization’s goals, constraints, risks, and opportunities.
Establish the business case
With the groundwork laid, we will begin discussing the concrete steps you can take to establish a new program or reinforce the foundations of an existing program. We will explain how to assess the current state to determine the strengths and weaknesses, evaluate the gap between current and desired performance, establish a means to measure progress, and establish the business case.
Gain credibility and start making progress
Before we present our business case we need to establish our credentials. It is also important that we begin making improvements as early as possible which has obvious benefits including that it begins the culture change process.
While assessing the current state, you can identify opportunities for improvements. We will turn those into pilot projects that will get the ball rolling and greatly assist
In order to be certified you must:
- Complete a MIBoC approved training course
- Achieve 70% or higher on the exam (100 multiple choice questions, duration 3 hours).
- You must have a minimum of forty-eight (48) months of experience in the industry involved in some way with reliability improvement (including direct involvement in the reliability improvement process either as a reliability engineer or a program manager/leader), verified by an independent person.
Certification is valid for 3 years.
If you do not have the experience, you will still receive a certificate, but you will not be officially certified. When you pass the 48-month milestone, please contact MIBoC to be upgraded to full certification.
You can learn more about the certification process here or download our ARP Certification Guide here.
Yes, learn forever with Mobius Institute “Life Long Learning”. Receive access to video trainings for a lifetime as a past, present, and future Mobius Institute student. As a student you can continue to access the training videos. Regardless of whether you attend a public course or an onsite course or purchased an online distance learning. For a nominal cost of the equivalent distance learning course fee, past, present, and future Mobius Institute vibration students can continue to access the training videos forever.
To upgrade contact your training partner directly.
Prerequisites – what do I need to know before I attend?
There are no formal prerequisites for this course, and there is no requirement to complete a lower level of certification before seeking to achieve the ARP-L “Reliability Program Leader” level of certification.
Don’t I need the ARP-E Reliability Engineering training?
Many ask why it is not required to complete the ARP-E “Reliability Engineer” course before completing this course. In our opinion, there are two paths to the role of Reliability Program Leader: the traditional “technical” path and the leadership path.
The traditional technical path
The “traditional” path is to be involved with maintenance, reliability, and/or condition monitoring for some years before being promoted into the Reliability Program Leader role.
One might argue that this is the best path because the leader would have detailed knowledge about those subject areas. If that is your path, it would be expected that you have previously taken the ARP-E Reliability Engineer course when you were in the reliability engineering role.
Having said that, sometimes people who take the “technical” path to become the Reliability Program Leader can struggle to make the transition to the leadership role because they continue to focus on the technical aspects of reliability. It is absolutely essential that the Reliability Program Leader understands leadership skills, the business case, the need to develop and follow a strategy, and the need to build a reliability culture and engage with the entire workforce.
The management/leadership path
The Reliability Program Leader is expected to be a leader. This may mean that the Reliability Program Leader’s previous role would have been in another management/leadership/project management role. In that role, it is hoped they would appreciate the importance of leadership skills, economics, strategy, and culture. Therefore, they will make the transition to this role more easily.
The reliability program leader needs the support of reliability engineers
The bottom line is this, while the Reliability Program Leader will greatly benefit from having detailed reliability engineering knowledge and expertise, if they are supported by qualified reliability engineers, then they can lead this program if they have adequate knowledge of the technical aspects of maintenance, reliability engineering, and condition monitoring. The last third of this course provides that knowledge.
Yes, we can provide this training onsite at your facility or any other training facility of your choice with one of our expert instructors. Please get a quote through The Zem Academy from the link at right of this page.
Yes, you can attend regardless of experience. You will receive a certificate of completion. If you don’t have sufficient experience you will still receive a certificate if you pass the exam, but it will note that your experience was insufficient for ISO certification at the time.
You will receive notification of your results 5-10 days after the exam has been received at our Australian office. If you have passed the exam and met all certification requirements, you will receive your Digital Certificate 10-15 days after your exam results notification email.
We have developed a long list of Frequently Asked Questions on the ARP “Home page”. Please click the button below and scroll to the bottom of the page.
Mobius Institute Board of Certification (MIBoC) is accredited by the Joint Accreditation System of Australia and New Zealand (JAS-ANZ) to provide personnel certification for Asset Reliability Practitioners according to ISO/IEC 17024, ED161-1 and ED161-2.
The problem was, it caused confusion because whereas there is a definite growth path from Category I to II and III in vibration analysis, for example, and the fact that you needed to be Category II before you could apply for Category III, the same rules did not apply for ARP.
The Scheme Committee decided that a person should be able to transition directly to the highest certification level of the ARP without being required to be certified at lower levels. The reason why is described in separate FAQ questions.
The same is true for the second-highest level. The scheme committee determined that a person should be able to go directly to Category II.
To avoid confusion, the certification levels were renamed as follows:
• Category I became ARP-A “Reliability Advocate”
• Category II became ARP-E “Reliability Engineer”
• Category III became ARP-L “Reliability Program Leader”
• ARP-A: For engineers, managers, and practitioners who need to understand the entire picture of reliability and performance improvement without getting bogged down in any of the details in any one area
• ARP-E: For reliability engineers who are focused on the technical aspects of reliability, maintenance, and asset health monitoring – the requirements go well beyond CMRP or any other certification program
• ARP L: For the reliability program leaders who must primarily understand the business case, the requirements to change the culture, the strategy, and the leadership skills necessary to make such an initiative successful – the requirements, once again, go well beyond CMRP or any other certification program
• There are people who have come up through the ranks, potentially beginning in a condition monitoring role, then working in reliability engineering, and finally being promoted into a role where they lead the reliability program. That person will have the technical skills and experience but will have to develop the knowledge necessary to create the business case, change the culture, develop the strategy, and implement a successful program. And that is what ARP-L is for.
• However, there are also people who come into the role because they have already demonstrated leadership skills. They understand the business case, and they know how to lead people. They are organized project managers, and therefore have the skills to implement a successful program. In many cases, those people do not wish to delve deeply into the technical side of reliability engineering. Instead, they make sure that they have competent Reliability Engineers reporting to them who are able to make the right technical decisions and provide accurate information.
Although this second group of people would benefit from having a deeper knowledge of reliability engineering, it was decided that they should not be forced to gain that knowledge. Instead, the ARP-L training provides a solid overview of the technical aspects so that they understand the terminology and main issues.
Certain people in the industry and the practitioners who formed the Mobius Institute Board of Certification Scheme Committee and Technical Committee believed that there should be more than one level of certification in recognition of the challenging task involved with improving reliability, maintenance, operational performance, and asset health monitoring. Thus the three-level system was devised.
The Scheme Committee and Technical Committee also believed there should be a structured training program to support the certification program and that people should be encouraged to take the training. Many people are only given the opportunity to take training if it is associated with the certification program. Unfortunately, SMRP actively discourages organizations from offering training that prepares a person for the CMRP certification, instead requesting people to read a variety of books.
While certification is important, the education gained in achieving that certification is arguably more important.
ARP-E “Reliability Engineer” is focused on the role performed by personnel working with industrial equipment (rotating machinery, electrical equipment, mobile assets, etc.) with the goal of ensuring that equipment is available to be used when called upon, and to minimize the maintenance costs associated with those assets.
• ARP-A – 6 months
• ARP-E – 24 months
• ARP-L – 48 months
• ARP-A: 60 questions, duration 2 hours, 70% passing grade
• ARP-E: 100 questions, duration 3 hours, 70% passing grade
• ARP-L: 100 questions, duration 3 hours, 70% passing grade.
Once a question has been used in an exam, special statistical processes, called psychometrics, are used to check if any questions are too easy, too hard, or too confusing. Those questions are then reviewed by the TC and either improved or rejected.
However, the Mobius Institute Board of Certification [MIBoC] ED-161 scheme is modeled on the ISO 18436 standards; the topics are mapped to the ISO 55000 standards; the scheme follows ISO/IEC 17024, and the core knowledge and vocabulary/terminology is based on definitions developed in a variety of ISO standards (and other international standards). The topics themselves, and the requirements, were developed over a long time by the MIBoC Scheme Committee and Technical Committee. SC and TC are made up of industry experts and experienced people who work in the field from around the world.
Having said that, a person who has passed ARP-E should have the knowledge necessary to become an effective reliability engineer, and a person who passes ARP-L should be able to manage and lead a reliability improvement initiative.
Mobius Institute Board of Certification (MIBoC) is a private organization, however it operates in the same way as a not-for-profit organization (except that, due to Australian taxation law, we do not have not-for-profit status because we service organizations outside Australia, therefore we pay tax on all revenue received, unlike other not-for-profit organizations.) MIBoC is governed by the MIBoC Governing Body, and all of its procedures are defined by independent Scheme Committees. All technical matters are defined by independent Technical Committees.
It should be stated that the SMRP certification scheme has been developed with the highest standards, and the CMRP scheme is accredited to ISO/IEC 17024. The Mobius Institute Board of Certification [MIBoC] processes mirror the SMRP processes, and MIBoC is accredited to the same standard.
Ultimately most organizations wish to improve financial performance; whether that’s increased profits, or reduced expenses in the case of a government organization, for example. Organizations must also seek to improve their safety and environmental performance. In order to achieve the company’s goals, the organization must perform better in many departments of the company, including maintenance, operations/production, procurement, materials and work management, and engineering.
While we seek to improve reliability, we are not improving reliability for reliability’s sake; we are making improvements that add value to the organization, ultimately by improving performance.
There are actually two versions of the ARP-A course. The standard course which is taught during conferences and public training sessions, and a course that we call the ARP-A “PLANT-WIDE AWARENESS” course. This course was developed for people who will not actually work in the role of which the primary goal is to improve reliability, who therefore need to understand how to implement the program, the challenges of culture change, the business case, and other issues. The “PLANT-WIDE AWARENESS” is perfect for people who work in the plant and simply need to know why reliability should be improved, how they will benefit, how they can contribute to the program, and to demystify all of the technologies and terminology.
It is an excellent course if you want to ensure that everyone is on the same page, pulling in the same direction.
HOW CAN I TAKE THIS COURSE
ON-SITE : You can invite the instructor to your site and save yourself the cost and hassle.
ONLINE DISTANCE LEARNING : You can have the ultimate in flexibility learning by online videoes of the course. You can watch it multiple times at your pace! ARP-L Course Demonstration Link.
Virtual
Very soon!
Istanbul
23 – 27 September 2024
Zem Academy Training Center
FREE DEMO : See a preview of the ARP-L course. Included is segments from our instructional videos and a chapter from our comprehensive ARP-L manual. You can access the training demo with your student credentials or create a new account using this link – ARP-L Course Demonstration Link.
Courses you might be interested in
-
1 Lesson
-
1 Lesson
-
1 Lesson
-
1 Lesson