Marking On Bottom Is 2 Crossed Swords

applied to tourism.

I have always been moved by the entrepreneurial vision Nippon. I remember one of the subjects that I studied finishing the race and that struck me most was Operational Research. As part of this course, I remember two things ... the Gantt infumables and of course ... ... the method Keizer.

Kaizen in Japanese means "continuous improvement" and gives its name to "system kaizen" responsible among other things checkmate Japanese companies made many American companies to base to surprise a succulent market fell at the feet of Japanese companies decided to grab customers with unbeatable value for money. One of the paradigms of this was Toyota but we can also talk about other Nipponese brands like Honda, Suzuki, Yamaha, Kawasaki, Mitsubishi, Olimpia, Bridgestone, Subaru, Canon, Matsushita, Fujitsu, among others.

Today all that has come to my mind for a day on six sigma and lean managment applied to the hospitality industry that have organized in the INVATTUR . I prefer the intervention of Juan Soler, Director of "Operational Innovation" Spain and Portugal of Starwood . John has shown us halfway between theory and practice as Starwood works LEAN and Six signal. Inevitably, in the context of this subject has left the Kaizen, 5s famous (in the workplace) and its 10 principles (corporate culture) 5S

Seiri : Eliminate the unnecessary wear and tear, so you will not need in the very short term.

Seiton : From what is left .... Order it well. Get an easy visual and physical access. Seiso

: Limpiaeza environment to verify and have more clarity in failures detected in the process. Seiketsu

: Cleanliness and hygiene in the individual. Shitsuke

: self-discipline, habits, routines. Standardization. Processes.

The diezprincipios Kaizen.

1.Abandonar fixed ideas. 2.The

instead of explaining what can not be done. Provoke reflection.

3.Conduct improvement proposals on the spot.

4.No seek perfection, winning 60% now. 5.Corregir

errors in-situ and isofacto. 6.Encontrar

ideas in the trouble.

7.Buscar the actual cause and then find the solution.

8.Tener into account the ideas of 10 people instead of waiting for a single great idea.

9.Probar and then validate. 10.La

improvement is infinite.

However, the area of \u200b\u200b"operational and innovation" led Soler in Spain and Portugal, not only pursues the thinning costs through Lean Management but goes far beyond addressing a more comprehensive strategy that integrates search oceans blue (I wrote about this years ago ...) , Corporate Social Responsibility management, customer satisfaction, benchmarking and Kaizen / Fast track.

As the story ... .. discuss the positions of those responsible to observe and influence the processes and streamline all this corporate culture, one had the feeling I was in a class of black Belt Karate ... .... Green Belt ... .. etc. Very Japo.