This study aims to enhance the maintenance management of a Chilean cosmetics manufacturing company through the application of the AMORMS audit (Asset Management, Operational Reliability & Maintenance Survey). The audit follows the 8-phase Maintenance Management Model (MGM) proposed by INGEMAN, which identified several areas for improvement in the company’s maintenance processes. The audit results revealed that six out of eight maintenance processes were classified as “below average.” Based on these findings, specific improvement actions were proposed for each phase of the model, categorized into four key areas: Effectiveness, Efficiency, Optimization, and Continuous Improvement. The proposed actions include defining maintenance objectives and policies, developing a ranking method and criticality analysis of assets, identifying and analysing failures, designing efficient maintenance plans, and implementing continuous improvement processes. The implementation of these improvements will be guided by agile methodologies, specifically Scrum, to organize the work in iterative cycles and allow for continuous adjustments. This approach enables the company to remain flexible, making data-driven decisions based on feedback and real-time insights. The integration of SAP as a management and data collection tool is central to this process, serving as the core system for tracking performance, analysing maintenance needs, and ensuring that improvements are aligned with operational goals. SAP’s capabilities for integrating maintenance schedules, asset data, and real-time reporting provide the company with a comprehensive view of asset performance, facilitating strategic decision-making. External consulting will play a key role in optimizing the use of SAP and guiding the development of strategic asset management plans, ensuring that the improvements are effectively implemented and sustained over time. Additionally, consultants will provide staff training on the use of SAP to maximize the value of data integration and process automation in the maintenance management framework. A technical–economic analysis indicates that a 2% increase in equipment availability in the selected pilot area could generate savings equivalent to 20% of the maintenance budget, resulting in a benefit–cost ratio (BCR) of 4. These results suggest that the financial benefits would significantly exceed the costs within the first year of implementation, greatly improving the economic viability of the project.
