A hand-picked management team was successful in retaining all business not already outsourced to competitors, as well as obtaining additional orders with Navistar and Cummins, which would eventually grow into significant EMP customers. During this period, EMP successfully converted from manual processes to use of state-of-the-art CAD/CAM applications and CNC equipment for flexible, highly efficient manufacturing. With these changes, EMP saw sales double to $14.5 million in 1994.

Market Momentum (1995-1998)
By 1995, EMP had established a reputation as a dependable, one-stop, full service engineering and manufacturing operation in the heavy/diesel industry. During this period, EMP once again doubled sales from $21.5 million in 1995 to $45.1 million in 1998.

In 1997, a result of continued outstanding growth, EMP expanded into a 150,000 square foot facility in Escanaba, MI. At this facility, EMP received its’ QS9000 certification as a tier two supplier before many tier one’s had completed their programs.

Building for Growth (1999-2002)
During this period of rapid growth, it was vital to build the proper infrastructure needed to support the business and maintain the company’s reputation for quality and service. To support this growth, EMP expanded its Escanaba, MI facility by 93,000 square feet, including a 7,500 square foot manufacturing complex with attached 10,000 square foot tool and die facility. In addition, EMP opened a 30,000 square feet facility in August 1999 to house R&D staff and labs, ramping up significant R&D engineering capabilities. To help support this facility, EMP hired key engineering talent with backgrounds in fluid mechanics and engine design. In 1999, to better serve its' customer base, EMP launched a modern 80,000 square foot facility in Greenfield, IN to focus on assembly and logistics for key customers.

As a result of the aforementioned, EMP was selected for various government technology development awards by the Department of Defense, TACOM, and the Department of Energy. These programs will help position EMP to develop its core of advanced products, including an electric water pump, control valve, and oil pump. As a continued push toward a proprietary line of advanced thermal management products, EMP saw the issuance of their first patents in early 2000, including “Fluid Pump” issued May 2000 covering many of the important differentiating features of the electronically controlled water pumps.

In addition, EMP acquired Stewart Components in 2000 as a strategic move into the high-performance engines market. This acquisition provided EMP with another avenue for testing and gaining credibility for advanced thermal management products.

2001 was a year that saw EMP receive industry wide recognition for its achievements and significant advancements in thermal management technology and products. EMP received numerous certifications and awards for its outstanding success as an industry innovator and leader. In addition, as a result of fast-paced growth, EMP launched its' second assembly and logistics facility. Located in Indianapolis, IN, this 110,000 square foot facility was strategically placed to serve its' key customers. By the end of 2002, annual sales reached $145 million.

Market Leadership (2003 – 2006)
By 2003, EMP had all of the necessary infrastructure fully in place (people, facilities, robotics automation capabilities, quality products) to attract and retain new business, with new customers, in new markets while continuing to manage its key customer base of OEM diesel engine manufacturers. EMP began a strategy to emphasize both product and market diversification in its’ conventional product business, while staying energized with the introduction of its’ patented electrified thermal and oil management components/systems, known as EMP’s Advanced Products portfolio.

In 2006, EMP expanded the company-owned Greenfield, Indiana facility to 150,000 square feet. This real estate expansion was designed to enable continued growth of the Company, particularly on the assembly side of the business. In addition, the company launched a broad Six Sigma initiative across the entire organization to demonstrate its’ commitment to continuous process improvement and efficiency.

During this period, EMP experienced continued growth in sales, from $277 million in 2003, to $309 million in 2006.

Advanced Products Launch (2007 – ongoing)
In 2007, EMP has several major initiatives underway, all largely focused on the introduction of its’ Advanced Products to the marketplace via end-users, distributors, integrators, body builders, and OEM’s.