The term „reengineering“ is referred to as a project in all types of industries, and its primary feature is adopting a new approach to a certain problem, with the aim of fnding the solution and making sure it does not appear again: whether the problem concerns fxing a simple mechanical failure or thorough company restructuring. This thesis will address reengineering, improving a manufacturing company or, more precisely, its specifc part: maintenance. This analysis will be performed in a cardboard manufacturing plant. This type of manufacture is characterised by a large output which makes the cost-effectiveness of machinery a priority. It is said, in all types of industries, that the “most expensive machine is the one which stands still”. Such unproductive periods include not only machine failure and malfunction but also the time wasted due to shortage of people or raw material (waiting for delivery). This time period is in fact the essence of modern maintenance planning which does not interfere with production planning but, in fact, it does just the opposite. It uses this “time-out“ period and turns it into maintenance time. The main purpose of the maintenance is to make machinery reliable and conti-nuously operative and to ensure the vitality of its parts. This type of maintenance is also budget-friendly because it does not require stopping the production to conduct maintenance and servicing. Furthermore, it predicts its next “time-out“ (raw material delivery or shortage of people, as mentioned above) and conducts maintenance in that period, without changing production schedules, which in the end enables increased production effciency. Taking into account all of the above, the main goal of this thesis is to conduct a reengineering project which will develop a maintenance regime that works in synergy with production planning.