In this new installment of interviews for our 20th anniversary, we speak with Pedro Pérez García, Industrial Operations Director at Grupo Entrepinares.
Grupo Entrepinares was founded in 1984, born from the entrepreneurial drive of Antonio Martín. Four decades later, the company has established itself as one of Spain’s leading cheese producers, surpassing 100 million kilos per year and reaching a turnover of €665 million in 2024.
With seven production centers [(Valladolid, Vilalba (Lugo), Castrogonzalo (Zamora), Fuenlabrada, and Los Yébenes (Toledo)] and a team of 1,500 people, the company works in close collaboration with more than 700 local dairy farms, collecting 585 million liters of milk each year. Its growth model is based on industrial efficiency, proximity to the source, and a strong commitment to rural development.
Sustainability is part of the organization’s strategic axis, structured around four key areas: people, product, environment, and society.
What made you decide to implement Lean in your company?
Before implementing Lean, at Grupo Entrepinares we were at a key moment of growth and transformation. As a leading company in cheese production, with a wide range of products and a strong market presence, we began to identify a series of challenges that prompted us to seek structural improvement in our processes. We had processes that, while functional, were not fully optimized.
The growth in demand and operational complexity required us to become more agile and maintain tighter control. We wanted to uphold our quality standards while becoming more efficient and sustainable.
The initiative was driven by management, but from the very beginning, the goal was to involve the entire team. We knew that for Lean to work, it had to become part of our culture — not just as a tool, but as a mindset and a continuous way of thinking and improving.
In summary, Lean offered us a clear methodology to reduce waste, standardize processes, and, above all, empower people to actively participate in continuous improvement.
What results have you achieved through the implementation of Lean?
The implementation of Lean at Grupo Entrepinares has brought about a profound transformation, with a very positive and tangible impact on several levels.
In terms of results, we have achieved a significant improvement in the efficiency of our processes. Production times, waste, and operating costs have been reduced. This has allowed us to become more agile, respond better to demand, and maintain the quality that defines us.
As for people, one of the greatest achievements has been the shift in mindset. Our staff is now much more engaged in continuous improvement. They feel heard, valued, and actively involved in the process. We have fostered a culture of participation, where improvement ideas emerge directly from the work teams themselves.
Culturally, Lean has helped us break down silos between departments and work in a more collaborative way. We now share common goals, use visual indicators to make faster decisions, and promote transparency at all levels.
In summary, Lean has not only allowed us to improve our processes but has also strengthened our organizational culture and empowered our people. Today, we are a more efficient, more cohesive company with a clear focus on continuous improvement.
What was the key moment or highlight of the project?
The key moment of the project came when we applied Lean to the cheese wedge packaging line. Until then, we faced frequent stoppages, slow format changes, and an efficiency level that did not reflect the line’s true potential.
Through Lean tools such as loss analysis, task standardization, and teamwork between production and maintenance, we were able to identify the true root causes. We implemented simple but effective improvements, such as adjustments in the format change sequence and enhancements in cleaning between shifts.
In just a few weeks, the OEE improved significantly. But the most remarkable thing was seeing how the team became motivated by such clear results arising from their own ideas. That was the turning point — when we moved from “doing Lean” to “thinking Lean.” From that moment on, the continuous improvement mindset became part of our daily routine.
The strong start in that packaging area sparked interest across the plant, with other team members eager for Lean to reach their own work areas.
Why did you choose SGS PRODUCTIVITY?
We chose to work with SGS PRODUCTIVITY because we were looking for a partner who not only had technical expertise but also understood our human and cultural needs. From the very beginning, we felt that you weren’t just coming to implement a methodology, but to accompany us through a profound transformation. What convinced us the most was your closeness, your ability to listen, and your genuine understanding of who we are at Entrepinares — an industrial company, but one with a deeply human soul.
You helped us translate Lean principles into our daily reality — without magic formulas or off-the-shelf solutions. You knew how to connect with the plant teams, speak their language, and build trust from day one. That was key to making the change truly take root.
More than consultants, we felt you were part of the team. And that, in a transformation process like this, makes all the difference.
Can you share an anecdote you’ve experienced with SGS PRODUCTIVITY?
One anecdote we always remember fondly took place during one of the first workshops on the shop floor. We were working on the cheese wedge packaging line, and one of the operators — who had initially been quite skeptical about all this Lean stuff — suggested a very simple improvement to reorganize the format change area.
The best part was seeing how the SGS PRODUCTIVITY team not only listened to the proposal but valued it, implemented it with us, and soon after, we saw real results. That operator went from being skeptical to becoming one of the most active participants in the improvement meetings.
It was a very special moment because that’s when we understood that Lean isn’t just about tools — it’s about people. And SGS knew how to create that space of trust where everyone felt part of the change.
In what ways has your team evolved over the course of the project?
The evolution of the team has undoubtedly been one of the project’s greatest achievements. At the beginning, as is natural, there was some mistrust and uncertainty.
But little by little, as they began to see tangible results — improvements in timing, fewer incidents, greater organization — the change became very visible. People started to get involved, propose ideas, and feel heard. We moved from a more reactive attitude to a much more proactive one.
Today, we see teams that analyze their own data, celebrate small improvements, and feel part of something bigger. Pride in a job well done has grown — as has collaboration between departments.
In summary, the team has gone from “doing their job” to “improving their job.” And for us, that represents a profound transformation.
If you had to define your collaboration with SGS PRODUCTIVITY in one sentence… what would it be?
More than a consultancy, they have been a true partner in our transformation journey. With SGS PRODUCTIVITY, we discovered that real change doesn’t start with processes, but with people who believe things can always be done better.