For 25 years MCP has been working with clients on a worldwide basis to deliver business improvements in manufacturing and maintenance.

Critical to business success is continuous assessment, improvement and engagement. A key tool of the improvement journey is AMIS.

It was 25 years ago that a survey commissioned by the DTI into the UK’s maintenance management practices revealed that an astounding £1.8bn of potential savings could be made through increased understanding of maintenance management by industry. This led to the introduction of AMIS (Asset Management Improvement Service), the DTI supported benchmarking service provided by MCP. By 1997 the DTI estimated that the AMIS approach had potentially saved UK industry over £300m.

Now 25 years on MCP has conducted its three to five day AMIS maintenance assessments at over 1,500 sites worldwide, and helped in over 4,000 operational improvement programmes in industries ranging from food and drink, chemicals, automotive to pharmaceuticals.

AMIS has continuously evolved to measure the effectiveness of an organisation’s asset management systems, maintenance approach, organisational structure, training and development, computerised maintenance management systems and operational processes.


There are nine categories that can be harnessed to help in any improvement programme.


Is the organisation designed to deliver high performance with clear accountabilities? Is the maintenance workload defined and with the right level of skills? The working relationship between engineering maintenance and operations/production is critical to success.


Planned and unplanned maintenance should be recorded. Maintenance and production management must be involved in new equipment decisions, from the initial concept stage to operation - including planning of future maintenance spares, labour, training and equipment requirements.


Is labour and material cost information available to teams and management to drive improvement? Analysing costs help assess overall equipment effectiveness.


What is the deployment and productive effectiveness of staff? Do operators carry out basic asset care tasks? (lubricate, inspect, change-over)

Parts and Materials

Does the maintenance team have access to an up-to-date stores catalogue showing all stock items, locations, EOQ, re-order points, including details of consignment stocks and direct supplies? Are the stores lines controlled using a comprehensive computerised inventory management system?

Continuous Improvement

Is there a formal programme which analyses maintenance, technical and cost data and identifies the CI objectives and development of action plans. Are large and repetitive equipment failures formally analysed to determine root cause of failure and identify any weak components, processes or procedures.


Do the operators and technicians receive technical training on a regular basis? Does the workforce receive approx. ten days training per year? Have the team leaders received training in team leading and management skills?


People are the organisation. Does the organisation encourage an improvement culture? Does the senior management team lead by example? Is there a process for employees to discuss business topics with organisational leaders? Are there processes for measuring and reviewing actual performance against objectives?

Business Results:

Where companies have encompassed wholeheartedly the AMIS approach and supported the AMIS journey results have included:
> Improved asset management practices
> Improved customer satisfaction and service levels
> Improved asset performance leading to improved availability and OEE
> A consistent and proven approach for World Class asset management
> More cost-effective use of engineering and maintenance resources

“We have adopted the AMIS framework as the principle in which we deliver a consistent methodology across all our worldwide manufacturing operations to drive improvement in plant reliability and performance.” Diageo
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