Maintenance audits for industrial plants

What the audit looks at

The audit follows maintenance work from the moment a problem is noticed to the moment the job is closed, and checks whether each step happens the way the plant believes it does.

• Work management: how work is requested, approved, prioritized, and closed out, and how much of it never reaches the system.
• Planning and scheduling: whether jobs are planned before they are scheduled, how the weekly schedule is agreed with production, and how often it holds.
• PM compliance: which critical equipment is covered, whether preventive tasks are completed on time, and whether they find anything.
• Backlog: its size against the crew available, its age, and how much of it is still valid work.
• Storeroom and spares: stock accuracy, critical spares, and how often a job waits on a part.
• CMMS data quality: the equipment hierarchy, work order history, and failure and cost records, and whether they can support a decision.
• Shutdown readiness: how scope is set and frozen, and how early work packages and materials are ready.
• Organization: roles, crew structure, supervision, and skills.

How it runs on site

The scope is agreed first. An audit can cover the whole maintenance function or a single area, such as planning, the PM program, or the storeroom.

Before the visit, Aegis asks for records your plant already holds: the equipment list, the PM schedule, the open backlog, a sample of closed work orders, downtime records, and storeroom reports. Reading them first shows where the time on site should go.

On site, the floor and the records are checked against each other. That means walking the plant and the storeroom, sitting in on the scheduling meeting, following a sample of work orders from request to close, and talking with the people who do each job: technicians, planners, supervisors, storeroom staff, and production. Where what people describe and what the records show do not match, that gap is usually a finding.

Before leaving, Aegis goes through the main findings with plant leadership, so nothing in the written report comes as a surprise.

What your plant receives

A written report in plain language, for the plant manager and maintenance manager who have to act on it.

• Findings for each area reviewed, each tied to its evidence: a record, a figure from your own system, or something seen on the floor.
• A prioritized list of what to fix first, separating what your own people can change now from what needs time, budget, or outside help.
• A baseline to measure against later, built from figures your system can already produce.
• A review meeting with your team to go through the findings and agree on next steps.

When to ask for one

An audit is worth its cost when one of these is true:

• Reactive work is crowding out planned work, and nobody can say by how much.
• PM compliance looks good on paper but breakdowns are not falling.
• The backlog keeps growing, or nobody trusts what is in it.
• A new plant manager or maintenance manager needs an independent starting point.
• A major shutdown is coming and the last one ran over on time or cost.
• A CMMS implementation or migration is planned and the data needs checking first.
• A company with several plants wants to compare how maintenance is run at each one.

What comes after

An audit stands on its own, and many findings can be acted on by your own team. Where you want help, the findings point to the work:

• Gaps in PM coverage, or tasks that never find anything, lead into preventive maintenance consulting.
• Loose scope control or late work packages lead into shutdown planning and supervision.
• Stockouts, inaccurate counts, or missing bills of materials lead into MRO storeroom and critical spares work.
• Skills gaps among planners, supervisors, or storeroom staff lead into maintenance training.

Who carries out the audit

Aegis was founded in 2026 by Cristian Boar, a mechanical engineer with more than 20 years in cement, aggregates, and heavy manufacturing. The judgment behind the audit comes from his own career inside plants: he has been the maintenance manager, the reliability manager, and the plant manager responsible for the results an audit measures.

As a corporate reliability engineer he led reliability improvement across all of a cement producer's plants, identifying and scoping the projects to increase equipment uptime and reduce cost. Earlier, in a regional reliability role, he standardized reliability reporting tools across a network of plants.

Read more about Cristian, or see how Aegis works with cement and aggregates plants.