Summary
This case study examines how IFC’s Lean & Workforce Productivity advisory support helped Midal Cables Mozambique strengthen operational performance by focusing on both business processes and employee engagement. Midal Mozambique, an aluminum rods and conductor’s manufacturer located in Maputo, faced some challenges after IFC’s investment, including energy price increases, market fluctuations, production disruptions, and the impacts of the COVID-19 pandemic.
Through a deep assessment, followed by training and coaching, IFC worked with Midal’s management and operational teams to identify improvement areas, streamline processes, strengthen KPI monitoring, and engage employees in problem solving and continuous improvement. The approach combined Lean methods with a strong workforce lens, emphasizing skills development, managerial culture, and better workplace practices.
The engagement delivered measurable business results. Withing weeks, Midal increased production by 25 percent without additional resources, reduced gas consumption by 27 percent, lowered use of high-value consumables by 33 percent, reduced waste, and improved quality. These gains were supported by a shift toward bottom-up problem solving, with operational teams empowered to identify issues, propose solutions, and take ownership of improvements. The case also highlights how Lean and improved HR practices can contribute to broader social outcomes. At Midal, on-the-job learning helped employees build skills relevant to their current roles and long-term careers. The approach also supported workplace diversity and opened opportunities for women to move into key technical and managerial positions. Overall, Midal’s experience shows how investing in people, processes, and continuous improvement can help companies strengthen competitiveness while contributing to better jobs and more sustainable operations.
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