If you are very successful in maintenance, then you can become invisible. If you plan well and ensure that all equipment is serviced to the right standard at the right time and operated within its limits, then it does not break down. Under the spell of smooth operation, it may be that people will ask, "Why do we need maintenance, because our reliability is just fine, or perhaps better than we need." This can lead to the boom and bust cycle of under- and over-funding maintenance.
The key is to do "simple things right every day", but this philosophy can be very hard to achieve. Most people find it easier to perform at a high level if their efforts are recognised as valuable, and that they personally are seen to "make a difference".
The AMEA process invites participants to define in their submission how maintenance is aligned to the business, and how its performance makes an impact on the bottom line. The Submission should showcase the efforts of personnel as they strive to do the simple things right every day.
Inevitably the act of creating a Submission for AMEA helps the people involved see how the maintenance organisation, and all individuals, are contributing to the current outcome, and how they could do better.
A characteristic of the best organisations is that they know how they could be better — and are hungry to achieve it.