Moeve (formerly Cepsa) is a Spanish energy company leading the energy transition through the production of clean energy. Its strategy includes the construction of green hydrogen and second-generation biofuel plants, as well as the deployment of one of the largest ultra-fast electric mobility networks in Spain and Portugal, positioning the company as a key player in the decarbonization of industry and transport.
What made you decide to implement Lean in your company?
Starting in 2020, we began to realize the urgent need to adapt more quickly to the changes and challenges facing our energy sector, by improving the efficiency of our processes in the areas of engineering projects and technical services.
We were embarking on a deep transformation process, and the premise of ‘not changing anything that more or less worked’ was no longer valid. We urgently needed a new philosophy of adaptation and continuous improvement. The example of other industries and sectors, where this transformation had already taken place, served as inspiration. This led us directly to Lean…
What results have you achieved through the implementation of Lean?
Two years after starting the Lean implementation in our engineering department, we have achieved significant improvements in key processes such as project demand management. This has led to greater efficiency in resource management, response times, and internal coordination with the production plants generating the demand.
Building on these encouraging results, we began to see a much stronger focus from the teams on process mapping and design—something that previously didn’t receive much attention. Thanks to this increased rigor, we are gradually creating more robust workflows and improving our decision-making processes. A very interesting side effect has been the push for digitalization in certain areas, driven by tools specifically designed to meet the needs arising from the newly optimized processes.
At the same time, the implementation of continuous improvement initiatives has helped break down silos and internal barriers, fostering better communication and closer collaboration between different areas and departments. This is having a positive impact both at the corporate level and on a personal level.
In any case, this is a long journey, and there is still a long way to go. That said, we can confidently say that we’re glad we took the first step.
What was the key moment or highlight of the project?
In a specific area where we had launched a pilot continuous improvement project, we were struggling to convince the team that something “tangible” would come out of it—something that would justify all the time they were investing. After several weeks dedicated to training and process mapping, we identified a very clear pain point: there were significant inefficiencies caused by unplanned work and high variability in the service requests they were receiving from other departments within the company.
We decided to quickly develop a digital tool to capture day-to-day data and carry out an initial analysis of what was happening. Soon after, we presented the leadership team with a first dashboard identifying the root causes. When the department head saw the dashboard, he was pleasantly surprised: there was finally visible data confirming some of the team’s long-held intuitions. At the same time, other insights emerged that, while less obvious, proved to be just as relevant. In any case, this gave us a solid foundation to start working on concrete initiatives to tackle the issues. From that moment on, the project took a major turn.
This ‘click’ moment tends to repeat itself in every continuous improvement project. There comes a point when the teams we’re working with begin to “see” their processes differently—through a new lens. From that moment on, it becomes much easier to work on the necessary changes and improvements, and everything starts to “flow” much more smoothly.
Why did you choose SGS PRODUCTIVITY?
When we decided to embark on the path of continuous improvement, we reviewed a selection of Spanish companies that offered Lean consulting and training services. Among all of them, SGS PRODUCTIVITY stood out as the most suitable choice due to its experience across various industrial sectors and its practical, realistic approach—closely aligned with the needs of its clients. Time has proven that we made the right decision.
Tell us about a memorable experience you’ve had with SGS PRODUCTIVITY.
We launched our first project with SGS PRODUCTIVITY under a results-based agreement with a return-on-investment commitment. It was a bit of a gamble, and looking back, I think neither side was entirely sure we would achieve it. I remember halfway through the project, the project director from SGS called me to discuss the situation, visibly concerned. Surprisingly, the conversation didn’t focus on the negatives—what would happen if we didn’t meet the targets, whether there would be penalties, etc.—but rather on the positives: what we had already achieved, how we would present it to the business, and what we could still do with the time we had left…
In the end, the project was a success. Perhaps the previous anecdote captures one of the key takeaways: results come from close collaboration between all parties—working as a single team where capabilities complement each other and there’s a certain level of trust and shared understanding.
In what ways has your team evolved over the course of the project?
One of the most rewarding aspects of working on continuous improvement projects is seeing how they enrich the people and teams involved—both in terms of personal growth and their engagement with the company.
Actively participating in the improvement of work processes and decision-making helps people mature more quickly, developing leadership and communication skills. Another positive effect is improved understanding among colleagues and departments, which fosters a more pleasant and human work environment.
During this time, I’ve seen people with little prior experience grow significantly, developing professional skills and taking on key roles in the areas and processes where they work.
I don’t think this is a coincidence: continuous improvement is driven by people. If a company’s processes improve, it must be because the people working in them are improving too.
If you had to sum up your collaboration with SGS productivity in just one sentence…what would it be?
SGS PRODUCTIVITY is an industry-focused company—approachable, and one that has known us well for a long time. We trust them.