In modern production companies, maintenance is currently experiencing a change from a pure cost generator to a process that actively generates value for the company by maintaining or restoring the desired system status. The importance of maintenance is underlined by the fact that, due to the increasing degree of automation, the capital tied in systems increases so costs in the event of system downtimes are constantly increasing. Companies that operate multiple locations face even bigger new challenges, so it is important implement the modernization across locations systematically. The aim of this work was to develop a model for the implementation of a modern, multi-site maintenance system for a company in the production sector. The change process turned out to be particularly challenging because different systems had been established at the respective locations. So, it was necessary to evaluate these structures in terms of strengths and weaknesses and to develop them in the direction of a modern standard. The Total Productive Maintenance (TPM) concept was used as the basic system for this aim. It was originally described by NAKAJIMA and has been continuously developed since then. In the theoretical part, in addition to a research of specialist literature, the TPM concept and the general explanation of maintenance management were used as a basis. This process was accompanied by fundamental considerations as to how the initiated change should take place in terms of successful change management. The practical case study shows which elements from TPM and maintenance management were included in the new concept. In the defined elements, the current state was first recorded through partially structured interviews and management workshops. After that it was evaluated in a maturity model derived from the literature and adapted for the present work. Finally, in management workshops, goals were defined which should be taken into account in the respective elements in the future. The results represent recommendations for actions which can help the company in the future to close the gap between the recorded current and the defined target states. The necessary actions developed were summarized in measures sheets, which support the change process in terms of implementation.