Reliability Centred Manufacturing is focused on reliability which is the backbone of consistent, quality product, delivered to the customer on time and at the lowest possible manufacturing cost.

The programme involves auditing of strengths and opportunities, senior management strategy workshops, design and implementation of organisation structural and behavioural change and a variety of improvement workshops using both Reliability and Lean tools and techniques.

Sustainable change for the better ensues through a combination of top to bottom buy-in, ownership through involvement and the transfer of skills and expert facilitation of a tailored and unique programme of manufacturing best practice tools and techniques.

If you don’t know where you are or where you are going how do you hope to get there? The starting point for an improvement journey is to understand current strengths and opportunities for improvement. Our Lean Diagnostic and Maintenance Audit programmes clearly define the requirements for a World Class operation.

Building a successful improvement programme relies on the strength of its foundations. It is essential to engage the senior management team in the process of defining the culture, the strategy and the commitment required in order to achieve the goals of the Reliability Centred Manufacturing programme. EMS uses the Objectives, Goals, Strategies and Measures process (OGSM) to guide the senior management team to define their strategy.

You cannot solve a problem by using the same thinking that caused the problem in the first place. People have to think differently in order to behave differently and to adopt the new ways of working. Before applying any new tools and techniques we engage managers and their teams in a programme of behavioural, team management and leadership coaching designed to make to the process of change a sustainable one.

Throughout the change process and beyond our role is not just to teach but to project manage. A successful programme has lots of facets, lots of interdependencies, many simultaneous strategies and many people involved. From the start we establish a project structure and review process which continues throughout the programme deployment and for as long as the customer needs our support.

At some point we all have to leave the nest, stand on our own two feet and become independent. Starting with this end point in mind, we work with our customers to identify process champions who demonstrate the criteria required to learn and deploy the lean and reliability tools without our direct support. In this way we are able to amplify the rate of change and to ensure ownership which in turn underpins the sustainability of the programme. 

The audit has defined the starting point and senior management the end point. The journey begins and EMS facilitates the correct set of tailored lean and reliability programmes to bring about the improvements in operational performance required. Engagement and involvement are key aspects throughout this journey and our programmes are designed around, and depend on, the involvement of every level in the business.