Fushima is embracing Lean to become more competitive in an increasingly demanding market. Its Operations Director, Eduardo Salcines, shares how Lean has transformed their way of thinking and decision-making, with visible results in both efficiency and internal culture. In this interview, Eduardo Salcines shares what the journey toward continuous improvement has been like, how Lean is experienced in their day-to-day operations, and the role SGS PRODUCTIVITY has played as a partner in that transformation.
The challenge: adapting to change
Since 1945, Fushima has been manufacturing oral hygiene products such as toothbrushes, toothpaste, and mouthwash. With a strong family identity, the company has long been a trusted name in households, committed to caring for customer health. However, shifts in the market and external pressures—especially after the pandemic and rising raw material volatility—pushed the company to take a bold step forward.
The decision to adopt Lean was not impulsive. It was a response to an urgent need: to become more agile, more efficient, and more competitive in a market where expectations are constantly rising. As Eduardo Salcines puts it, “you either improve or disappear.” That sentence captures the urgency they felt. Continuous improvement was no longer optional—it was a matter of survival.
What’s most interesting is that despite some initial scepticism, the team quickly realised that Lean was much more than just an efficiency method. What started as a pilot project became a powerful driver of transformation across the entire organisation.
A structured transformation
Lean implementation at Fushima began with a pilot project. Seeing the tangible results, the company decided to fully commit to the journey. Since 2022, they have completed six continuous improvement projects, applying Lean principles tailored to their specific context.
One of the most valued outcomes has been the ability to make decisions based on clear, accurate data. The introduction of concrete KPIs allowed them to immediately see what was working—and what wasn’t—eliminating guesswork and enabling faster, more effective responses. This visibility has been key in building confidence and operational effectiveness.
Beyond the numbers, the most profound shift has been cultural. As Salcines explains, “everything is now assessed through a single question: does this add value or not? And if it doesn’t, it has to go.” That mindset has taken root across the organisation and fundamentally changed how they operate. Continuous improvement is no longer a project—it’s part of their daily routine.
Tangible results and a culture of improvement
Perhaps the most significant achievement has been the mindset shift. Lean hasn’t only delivered operational and productivity gains—it has helped shape a new way of working: more focused, more collaborative, and more demanding of what truly matters. The improvement culture has replaced inertia.
The company has gained agility, analytical capability, and strategic clarity. Every decision is now made with a broader vision and stronger alignment to business objectives. And the momentum hasn’t slowed—Fushima continues to move forward with new projects and the belief that this path offers long-term opportunities.
What makes SGS PRODUCTIVITY different
In this process, choosing the right partner made a difference. Eduardo Salcines highlights the practical approach of SGS PRODUCTIVITY—an approach far from theoretical or “desk consulting” models.
Rather than just advising, the SGS PRODUCTIVITY team works side by side with people on the ground. That closeness, commitment, and focus on results have been essential in ensuring that projects are not only well-designed but also implemented effectively—and sustained over time.
What other companies can learn
This journey has proven something fundamental: implementing Lean is not an end in itself—it’s a means to remain competitive in an increasingly complex world. Fushima has shown that a company with deep tradition can transform without losing its essence. That innovation can coexist with closeness and family values.
Today, continuous improvement is part of their identity. And in that transformation, SGS PRODUCTIVITY has played a vital role—not just as a provider, but as a true partner.