Mayoral, one of the leading brands in children’s fashion, has embraced a continuous improvement model focused on engaging people. Salvador García de Lucchi, Technical Director, shares how the company has evolved from an automated plant to an organisation that gives more responsibility to its teams—with the support of SGS PRODUCTIVITY.
When everything is going well, it’s still time to improve
Mayoral is a family-owned business with a strong international presence and a reputation for quality and innovation in children’s fashion. Its technological development has been remarkable: from robotised plants to optimised processes and steady growth. But as Salvador García de Lucchi explains, doing things well wasn’t enough. The real challenge was preparing for an increasingly demanding and complex environment.
The key lay in people—in tapping not only into technology but also the knowledge and potential of those at the base of the organisation. “If you want people to contribute more, you have to give them more responsibility. And for that, you have to organise things differently,” Salvador states.
Improvement as a culture, not only a method
At Mayoral, continuous improvement was never approached as a set of tools or one-off training courses. It began with a shift in mindset—understanding that Lean is not just another methodology, but a way of organising that puts people at the centre.
From there, a solid organisational base was built: autonomous workgroups with their own boards, KPIs, and the ability to self-manage. It was a major shift—especially in a company where traditionally, instructions had always come from the top. “Now they become self-managers,” Salvador summaris
The third milestone came two years later: improvement workshops run by small, almost engineering-like teams that identify needs, develop solutions, and apply improvements through Kaizen dynamics. It’s a process that’s still evolving and helping to professionalise the system even further.
What Mayoral has achieved?
If Salvador had to sum up the impact of this transformation in one word, it would be “involvement.” People have engaged at a deep level, and that has reshaped the culture. That, he says, is the company’s greatest success.
Continuous improvement has become embedded in the organisation. And in a sector like fashion—marked by agility, multichannel logistics and ecommerce—that cultural advantage is hard to replic
Choosing SGS PRODUCTIVITY
The decision to work with SGS PRODUCTIVITY came through benchmarking with other companies. Salvador mentions examples like Pikolinos, Cervezas Alhambra, Prolongo and Fujitsu, where he saw real success stories and spoke directly with those involved.
What convinced them was SGS PRODUCTIVITY’s technical mindset, experience in demanding sectors like automotive, and their ability to adapt that experience to other industries. “If they’ve done it there, ours should be easier. And it was,” he concludes.
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