{"id":16340,"date":"2024-01-09T00:00:00","date_gmt":"2024-01-09T00:00:00","guid":{"rendered":"https:\/\/cms.alj3.clients.lemonhq.io\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/"},"modified":"2026-05-12T14:06:04","modified_gmt":"2026-05-12T14:06:04","slug":"una-filosofia-para-un-mejor-negocio-y-una-mejor-vida","status":"publish","type":"perspectives","link":"https:\/\/cms.alj3.clients.lemonhq.io\/es\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/","title":{"rendered":"Una filosof\u00eda para un mejor negocio… y una mejor vida"},"content":{"rendered":"

The Toyota Motor Corporation Kaizen Team 2004 (Hassan Jameel is front row, second from the left)<\/span>
\nA discussion with Hassan Jameel on Kaizen, and how small continuous improvement can add up to so much.<\/p>\n

When Abdul Latif Jameel<\/a> first partnered with Toyota<\/a> nearly 70, years ago, it imported more than just cars. \u00a0It also imported a whole new approach to managing a business.<\/p>\n

The \u2018continuous improvement\u2019 approach as it is commonly known, is based on the Kaizen business philosophy pioneered by Japanese corporations like Toyota to boost efficiency and performance, eliminate waste and optimize the use of resources.<\/p>\n

Henry Ford is credited with creating the first rudimentary lean manufacturing process, when he introduced a moving assembly line to his factories in 1913.\u00a0 However, it was the work of Kiichiro Toyoda, Taiichi Ohno and others at Toyota in the 1930s that refined and developed Ford\u2019s original idea to create a true Lean Management and manufacturing system.<\/p>\n

Using Ford\u2019s methods as inspiration, they created the Toyota Production System \u2013 and sparked a revolution that, over the decades to come, transformed businesses in both Japan, the United States and beyond.<\/p>\n

\"\"

Left: Kiichiro Toyoda (1894-1952), Right: Taiichi Ohno (1912-1990)<\/p><\/div>\n

Kaizen, as the Japanese called this process of continuous improvement, originated in manufacturing processes.\u00a0 However, it can be equally applied to service businesses.\u00a0 Organizations adopting Lean Management assess every action and activity for potential improvements, no matter how small.\u00a0 Those gains may be minor in isolation but, taken together, add up to significant improvements that drive positive change.<\/p>\n

\"Diagram<\/p>\n

\"Hassan<\/a>

Hassan Jameel
Deputy President & Vice Chairman Saudi Arabia
Abdul Latif Jameel<\/p><\/div>\n

Hassan Jameel<\/a>, Deputy President and Vice Chairman, Saudi Arabia, Abdul Latif Jameel, is an ardent advocate of the Kaizen philosophy, having experienced it first-hand when working with Toyota, at their headquarters in Japan in the early 2000s.<\/p>\n

We caught up with Hassan to discuss his interest in continuous improvement and how it helps organizations transform the way they do business.<\/p>\n

What is \u2018continuous improvement\u2019? And what does it mean to you?<\/h2>\n

Unlike so much business jargon and consultancy terminology, the definition of continuous improvement is satisfyingly simple.<\/p>\n

It\u2019s right there, literally, in those two words.\u00a0 Always improving.\u00a0 Constantly trying to be better.\u00a0 On the surface, it sounds so obvious.\u00a0 But it’s deeper rooted than that.<\/p>\n

Continuous improvement, to me as an individual, is not only about improving oneself every day.\u00a0 It’s about how you build that mentality into your lifestyle, so it becomes automatic.\u00a0\u00a0Every day thinking about what you could do to improve.\u00a0 It doesn\u2019t matter how small, as long as you\u2019re trying to improve something every day.<\/p>\n

Then it becomes truly part of who you are.\u00a0\u00a0It\u2019s similar in organizations. \u00a0How do you create a culture that can consistently implement a continuous improvement approach in everything they do, every day, even if it’s the smallest change?<\/p>\n

A culture that means that everyone in the business is continually thinking about their role, their team\u2019s role, and the tasks they perform as part of their duties, and what little changes could be made to improve efficiency and quality.\u00a0 Each individual change might \u2013 at least at the time \u2013 seem inconsequential.\u00a0 But they all add up.\u00a0 Even the smallest incremental steps, when put together, make a big difference.\u00a0 I believe it’s simplicity that makes continuous improvement more effective and easier to understand.<\/p>\n

When did you first become aware of the concept of continuous improvement?<\/h2>\n

I became aware of it when I was very young, even before I started working in the business. \u00a0I would hear my father and other senior executives talking about it, and I was aware that it was something the business was doing, but I didn\u2019t understand what it meant.<\/p>\n

\"The

The Toyota Way \u2013 a perennial best seller management book.<\/p><\/div>\n

Continuous improvement is based on the \u2018Kaizen\u2019 business philosophy pioneered by Toyota.<\/p>\n

Abdul Latif Jameel first came across it when it began importing Toyota vehicles into Saudi Arabia in the 1950s.\u00a0 But as a business philosophy, continuous improvement really rose to global prominence in the 1990s and 2000s.\u00a0 In 2001, Toyota \u2013 long seen as one of the pioneers of the concept \u2013 formalized its approach to Kaizen with the publication of the \u2018Toyota Way\u2019.<\/p>\n

This hugely influential document became the blueprint for businesses around the world to understand more about continuous improvement and the benefits it could deliver.<\/p>\n

\"Six<\/p>\n

It’s not necessarily Japanese, by the way.\u00a0 If you go to other big Japanese companies, you don’t necessarily hear Kaizen as much as when you go to Toyota. \u00a0It was specifically Toyota who took these ideas and really turned them into a cohesive, practical business improvement philosophy around the concept of continuous improvement.<\/p>\n

You spent time in Japan studying and working at Toyota earlier in your career.\u00a0 How did that influence your understanding of continuous improvement?<\/h2>\n

I spent high school and university in Japan, and I would often spend vacations working as an intern at Toyota, helping out on small projects here and there.\u00a0 It was only in 2004 when I joined Toyota\u2019s domestic Kaizen division \u2013 the first non-Japanese person to do so \u2013 that I truly began to understand what was involved in continuous improvement at a practical level.<\/p>\n

The role of the Kaizen division was to work with dealers in Japan and support them in implementing Kaizen projects, most of which were operational projects \u2013 supply chain, service related, inventory management, things like that.\u00a0 We’d work with them for several months to create and implement a continuous improvement process and, most importantly, make sure it would be sustainable after we left.<\/p>\n

\"Japan\"<\/p>\n

What did that involve and what did it teach you about continuous improvement?<\/h2>\n
\"\"

Hassan Jameel with his 2004 Kaizen Dept. team at Toyota Motor Corporation headquarters, Tokyo.<\/p><\/div>\n

It was a shock to the system!<\/p>\n

I\u2019d previously spent time in different working environments outside Japan where the word \u2018Kaizen\u2019 was used as vague shorthand for improving a task.<\/p>\n

Some process wouldn\u2019t be as efficient as it could be, and someone would say \u2018you just need to Kaizen it!\u2019, with no real understanding of what that meant at a deeper level.<\/p>\n

When I was immersed in the Kaizen team in Japan, however, I realized there was a very precise, structured philosophy behind it.<\/p>\n

The Kaizen approach is based on a whole set of principles that touch on virtually every aspect of a business\u2019s culture and ways of working.\u00a0 At the process level, however \u2013 that is, when you want to improve a specific process \u2013 it all starts with data.\u00a0 That would be the first mission we had to accomplish.<\/p>\n

We would stand in front of an operative, maybe someone on the car cleaning line, or in the service center servicing vehicles, for example.\u00a0 We\u2019d have a stopwatch and a notepad, and we\u2019d note down everything they did, along with the timings, during their working day.\u00a0 If they went to the bathroom, we\u2019d make a note, if they had to walk across the garage to collect a tool, we\u2019d note it down, if they had to go and find someone to ask a question, we\u2019d note it down.<\/p>\n

\"\"
\nWe\u2019d do that for everyone involved in that task, so it might take us a week or more to collect all the data, which we would put into a giant spreadsheet \u2013 one for each worker. \u00a0We\u2019d hang these on the wall and go through them line by line and mark them up, using different colors to indicate whether it was wasted time, working time or unproductive working time.<\/p>\n

I was only a trainee at this point, and I didn\u2019t fully understand what we were doing.\u00a0 I said to my boss, what has this got to do with Kaizen?\u00a0 How will it make us more efficient?<\/p>\n

He said, “Did you find any wasted time?”<\/em>\u00a0 I told him that the individual had to leave his workstation two or three times to get some tools. \u00a0He asked me, \u201cHow long did that take<\/em>?\u201d and I said, according to the data it took six minutes in total.\u00a0 He said, “How could you reduce that amount of time?”<\/em>\u00a0 I suggested that if the operative had the tools next to him at his workstation, he wouldn\u2019t need to cross the room to get them, so it would save six minutes.\u00a0 I was thinking, what difference is six minutes going to make!\u00a0 But he was thrilled. \u00a0He explained that if we can save one technician six minutes in one day, that\u2019s half an hour each week. \u00a0If there are eight technicians doing this task, that\u2019s a saving or four hours every week \u2013 over half a day.\u00a0 Multiply that over the year, and it\u2019s a massive saving. \u00a0How many more cars could be serviced in that time?<\/p>\n

That\u2019s when I really began to understand what continuous improvement was all about.\u00a0 It\u2019s not about big, expensive ideas that someone at the top thinks is going to transform the workplace.\u00a0 It\u2019s about small, incremental steps coming from the bottom up, that come together to make a real and meaningful difference that can be sustained.<\/p>\n

Another job we worked on involved us repainting the stockyard for a dealer.\u00a0 We did it entirely ourselves over about 10 days.\u00a0 It was hard work!\u00a0 We were outside in the wind and the snow and the rain.\u00a0 I said to my boss, why don\u2019t we just pay someone to come in and paint the stockyard?\u00a0 He explained that if we do it ourselves, we understand the process ourselves, and we understand how to improve it ourselves, so next year we can do it even better.\u00a0 If we pay someone else to do it, we can\u2019t gain that knowledge.<\/p>\n

The belief that it\u2019s not about big ideas, but about small changes is very powerful, isn\u2019t it? \u00a0Sometimes in business, it\u2019s easier to throw money at a problem than to deeply analyze what the true causes are.<\/h2>\n

That\u2019s very true.<\/p>\n

My boss once told me, if you want to solve a problem, don’t add to it . . . \u00a0subtract<\/em> from it.<\/p>\n

What he meant was, if you identify a problem, don\u2019t add more to it, like new processes, investment or technology.\u00a0 Instead, identify the waste or \u2018muda\u2019 (in Japanese), and multiply it by zero. \u00a0That is, remove it.\u00a0 Once you take out all the waste and the unnecessary time, you pare it back to the clearest process \u2013 the \u2018critical path\u2019.<\/p>\n

That gives you the foundation from which you can start trying to improve it incrementally.<\/p>\n

It’s easy to see how continuous improvement applies to a big manufacturing business.\u00a0 Can it apply to smaller businesses or service businesses, too?<\/h2>\n
\"\"

Hassan Jameel with his 2004 Kaizen Dept. team at Toyota Motor Corporation headquarters, Tokyo.<\/p><\/div>\n

It can be applied to anything and everything we do in our lives.<\/p>\n

Two of the methodologies explained in the Toyota Way are Genchi Genbutsu and Gemba.\u00a0 Both are about seeing for yourself where processes happen in the workplace, visiting the frontline, sitting with people, listening to them, understanding how they work and most importantly, why, so we can experience the problems ourselves.<\/p>\n

That can be applied to an office environment as much as a workshop or a production line.<\/p>\n

<\/div>\n

When I was at Toyota, we would work from the office one day a week.\u00a0 And we would see the boss walking around the office, sitting with the accounts team or talking to the operations guys, asking questions and making notes.\u00a0 That was Genchi Genbutsu in action \u2013 he was spending time with the people on the frontline so he could understand their processes and the issues they were facing.<\/p>\n

Respect is a big part.\u00a0 Respecting our people, respecting our dealers, respecting our customers.\u00a0 Respect isn’t only about being nice and saying good morning and good evening to somebody.<\/p>\n

It’s also about implementing policies, procedures, standards that create an environment<\/em> of respect for people.\u00a0 Where they feel valued, where they feel responsible for their own performance and where they feel empowered to voice their opinions and share their ideas.<\/p>\n

Of course, a key element of continuous improvement is about eliminating wastage, including time.\u00a0 And every business in every sector has wasted time, whether it\u2019s unnecessary meetings, rambling reports, cumbersome bureaucracy.\u00a0 These are all examples of areas where a Kaizen approach can improve efficiency and productivity.<\/p>\n

How has Abdul Latif Jameel tried to apply a continuous improvement approach in the workplace and what difference has it made?<\/h2>\n

At Abdul Latif Jameel, we have a whole program dedicated to Kaizen called \u2018best in town\u2019.\u00a0 It\u2019s an initiative started by Toyota, and it\u2019s called \u2018best in town\u2019<\/a> for a reason.\u00a0 The idea is that to be the best in your town, you need to know your local market very well, you need to fully understand your customers\u2019 needs, and you need to consistently meet those needs in a much closer, more meaningful way than if you\u2019re aiming to be \u2018best in the world\u2019 \u2013 which is a far more abstract goal, for example.<\/p>\n

So, we have created this \u2018best in town\u2019 team to be the champions of continuous improvement within Abdul Latif Jameel; to help all our different businesses and locations understand the continuous improvement ethos and know how to embed it in their own operations.\u00a0 We\u2019ve just had the regional \u2018best in town\u2019 2023 conference in Saudi Arabia, with over 150 delegates from \u2018best in town\u2019 teams across the world to share their insights, experiences and successes with continuous improvement from a wide variety of businesses and industry sectors.<\/p>\n

\n
\"\"

Hassan Jameel discussing Hoshin Kanri planning with the team at Abdul Latif Jameel Motors Toyota, Madina Road Jeddah as part of a genchi genbutsu front-line visit October 2022.<\/p><\/div>\n

\"Peter

Peter Aberle, CEO Abdul Latif Jameel Motors Saudi Arabia (center left) with Hassan (center right) and the team at Abdul Latif Jameel Motors Toyota, Madina Road Jeddah celebrating their \u201cBest-in-Town\u201d win, October 2022.<\/p><\/div>\n<\/div>\n

\n
\"\"

Hassan Jameel discussing Hoshin Kanri planning with the team at Abdul Latif Jameel Motors Toyota, Khurais center Riyadh (BIT) June 2023 again as part of a BIT front-line visit.<\/p><\/div>\n

\"Hassan

And touring the aftersales and service facilities with the local team discussing improvement initiatives, Abdul Latif Jameel Motors Toyota, Khurais center Riyadh (BIT) June 2023<\/p><\/div>\n<\/div>\n

How has the initiative been received within Abdul Latif Jameel?<\/h2>\n

Extremely positively, and not just by management, but more importantly for me, by the people who really matter \u2013 the people on the front line who are responsible for responding to the needs of our customers and clients every day.<\/p>\n

When I visit a location that \u2018best in town\u2019 hasn\u2019t reached yet, I get people coming over and asking me when it\u2019s coming, because they\u2019ve heard such positive things about it.<\/p>\n

Going forwards, how can this mindset of continuous improvement help Abdul Latif Jameel in its continuing success?<\/h2>\n

Our objective as a business is to make sure our culture is one that believes in and acts on continuous improvement in perpetuity.<\/p>\n

That’s very difficult to achieve, but if we can build a culture within Abdul Latif Jameel whereby continuous improvement is the default mindset; an automatic approach that everybody follows without even thinking about it; led by a generation of leaders who are brought up with this way of thinking, that will be a very powerful proposition.<\/p>\n

We\u2019re not there yet, but that\u2019s what we\u2019re striving for.<\/p>\n

As a young man, you went to Toyota in Japan, and you were immersed in the Kaizen culture. \u00a0How has it changed the way you look at life?<\/h2>\n

Fundamentally, Kaizen is such a simple way of looking at life. \u00a0That\u2019s how it has affected me most.\u00a0 I try to keep things as simple as they can be, because once you complicate things, the solutions also become more complicated.\u00a0 It starts with small things, like making your bed every morning.\u00a0 If you do that, then you\u2019re starting the day with a first small piece of success.<\/p>\n

It also taught me that you must always strive for improvement in yourself and be humble about it.<\/p>\n

\"Shibuya

Shibuya Crossing, Tokyo, Japan. Photo credit: \u00a9 Timo Volz<\/p><\/div>\n

\"Dr

Dr Shoichiro Toyoda (1925-2023). Photo Credit \u00a9 Toyota<\/p><\/div>\n

I remember my father once having dinner with Dr Shoichiro Toyoda, the founder of Toyota.<\/p>\n

They were talking about the \u2018Toyota Way\u2019 and my father asked him, \u201cwhat does it mean to you?\u201d\u00a0And Dr Toyoda responded: \u201cI\u2019m still learning.\u201d<\/p>\n

Later, I reflected on what that meant, and it really struck me.<\/p>\n

What it means is humility . . .\u00a0\u00a0Being aware – and humble enough – to appreciate that everyone can always learn and improve; it means understanding this deeply, and so continually moving forwards \u2013 which is very the essence of Kaizen.<\/p>\n

\"Seif

Seif Shieshakly (L) and Patrick Wiebusch (R) Co-founders, Four Principles, and their mantra: \u201cKaizen. Zero waste implemented!\u201d<\/p><\/div>\n

In fact such is Abdul Latif Jameel\u2019s commitment to continuous improvement, that in 2017 we entered a joint venture with \u2018Lean Management\u2019 consultancy, Four Principles<\/a>, to spread the ideas across the Middle East region and beyond, helping both private and public sector organizations leverage the opportunities it can deliver.<\/p>\n","protected":false},"featured_media":16316,"menu_order":0,"template":"","class_list":["post-16340","perspectives","type-perspectives","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"\nUna filosof\u00eda para un mejor negocio... y una mejor vida - Abdul Latif Jameel<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Una filosof\u00eda para un mejor negocio... y una mejor vida - Abdul Latif Jameel\" \/>\n<meta property=\"og:description\" content=\"The Toyota Motor Corporation Kaizen Team 2004 (Hassan Jameel is front row, second from the left) A discussion with Hassan Jameel on Kaizen, and how small continuous improvement can add up to so much. When Abdul Latif Jameel first partnered with Toyota nearly 70, years ago, it imported more than just cars. \u00a0It also imported […]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/cms.alj3.clients.lemonhq.io\/es\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/\" \/>\n<meta property=\"og:site_name\" content=\"Abdul Latif Jameel\" \/>\n<meta property=\"article:modified_time\" content=\"2026-05-12T14:06:04+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/media.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture1-2.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"612\" \/>\n\t<meta property=\"og:image:height\" content=\"279\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Tiempo de lectura\" \/>\n\t<meta name=\"twitter:data1\" content=\"1 minuto\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/cms.alj3.clients.lemonhq.io\/es\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/\",\"url\":\"https:\/\/cms.alj3.clients.lemonhq.io\/es\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/\",\"name\":\"Una filosof\u00eda para un mejor negocio... y una mejor vida - Abdul Latif Jameel\",\"isPartOf\":{\"@id\":\"https:\/\/10.0.2.222\/en\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\/\/cms.alj3.clients.lemonhq.io\/es\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/#primaryimage\"},\"image\":{\"@id\":\"https:\/\/cms.alj3.clients.lemonhq.io\/es\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/media.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture1-2.jpg\",\"datePublished\":\"2024-01-09T00:00:00+00:00\",\"dateModified\":\"2026-05-12T14:06:04+00:00\",\"breadcrumb\":{\"@id\":\"https:\/\/cms.alj3.clients.lemonhq.io\/es\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/#breadcrumb\"},\"inLanguage\":\"es\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/cms.alj3.clients.lemonhq.io\/es\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"es\",\"@id\":\"https:\/\/cms.alj3.clients.lemonhq.io\/es\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/#primaryimage\",\"url\":\"https:\/\/media.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture1-2.jpg\",\"contentUrl\":\"https:\/\/media.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture1-2.jpg\",\"width\":612,\"height\":279},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/cms.alj3.clients.lemonhq.io\/es\/perspectives\/una-filosofia-para-un-mejor-negocio-y-una-mejor-vida\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\/\/10.0.2.222\/en\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Una filosof\u00eda para un mejor negocio… y una mejor vida\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/10.0.2.222\/en\/#website\",\"url\":\"https:\/\/10.0.2.222\/en\/\",\"name\":\"Abdul Latif Jameel\",\"description\":\"\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/10.0.2.222\/en\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"es\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Una filosof\u00eda para un mejor negocio... y una mejor vida - Abdul Latif Jameel","robots":{"index":"noindex","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"og_locale":"es_ES","og_type":"article","og_title":"Una filosof\u00eda para un mejor negocio... y una mejor vida - Abdul Latif Jameel","og_description":"The Toyota Motor Corporation Kaizen Team 2004 (Hassan Jameel is front row, second from the left) A discussion with Hassan Jameel on Kaizen, and how small continuous improvement can add up to so much. 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style=\"font-size: 14px; position: absolute; margin-top: -33px;\">Equipo Kaizen de Toyota Motor Corporation en 2004 (Hassan Jameel es el segundo desde la izquierda en la primera fila) <\/span>\r\nUna discusi\u00f3n con Hassan Jameel sobre Kaizen y c\u00f3mo una peque\u00f1a mejora continua puede tener una gran repercusi\u00f3n.\r\n\r\nCuando <a href=\"https:\/\/alj.com\">Abdul Latif Jameel<\/a> se asoci\u00f3 con <a href=\"https:\/\/global.toyota\/en\/index.html\">Toyota<\/a> hace casi 70\u00a0a\u00f1os, adem\u00e1s de coches tambi\u00e9n import\u00f3 un enfoque de gesti\u00f3n empresarial radicalmente nuevo.\r\n\r\nEl enfoque de \u201cmejora continua\u201d, como se lo conoce com\u00fanmente, se basa en la filosof\u00eda empresarial \u201ckaizen\u201d, pionera en empresas japonesas como Toyota para impulsar la eficiencia y el rendimiento, eliminar los residuos y optimizar el uso de los recursos.\r\n\r\nSe atribuye a Henry Ford la creaci\u00f3n del primer proceso rudimentario para simplificar la fabricaci\u00f3n cuando introdujo una l\u00ednea de montaje m\u00f3vil en sus f\u00e1bricas en 1913. Sin embargo, fueron Kiichiro Toyoda, Taiichi Ohno y otros t\u00e9cnicos de Toyota los que refinaron y desarrollaron la idea original de Ford en la d\u00e9cada de 1930 para crear un sistema de fabricaci\u00f3n y de gesti\u00f3n verdaderamente simplificados.\r\n\r\nSiguieron los m\u00e9todos de Ford y se inspiraron en su obra para crear el Sistema de Producci\u00f3n de Toyota, y pusieron en marcha una revoluci\u00f3n que a lo largo de las d\u00e9cadas siguientes transform\u00f3 las empresas tanto en Jap\u00f3n como en Estados Unidos y otros pa\u00edses.\r\n\r\n[caption id=\"attachment_112465\" align=\"aligncenter\" width=\"2008\"]<img class=\"size-full wp-image-112465\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picturegroup.png\" alt=\"\" width=\"2008\" height=\"855\" \/> Izquierda: Kiichiro Toyoda (1894-1952); derecha: Taiichi Ohno (1912-1990)[\/caption]\r\n\r\nLos japoneses denominaron \u00abkaizen\u00bb a este proceso de mejora continua originado a partir de los procesos de fabricaci\u00f3n. Sin embargo, este principio puede aplicarse de la misma manera a las empresas de servicios. Las organizaciones que adoptan la gesti\u00f3n simplificada eval\u00faan cada acci\u00f3n y cada actividad en busca de posibles mejoras, por muy peque\u00f1as que sean. Por separado, todos esos cambios pueden parecer insignificantes, pero en conjunto pueden generar mejoras significativas que impulsan cambios positivos.\r\n\r\n<img class=\"wp-image-112733 size-full aligncenter\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/HJ-continuous-improvement-1_001.jpg\" alt=\"\" width=\"1770\" height=\"941\" \/>\r\n\r\n \r\n\r\n[caption id=\"attachment_112367\" align=\"alignleft\" width=\"214\"]<img class=\"wp-image-112367 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture5-214x300.png\" alt=\"Hassan Jameel\" width=\"214\" height=\"300\" \/> Hassan Jameel<br \/>Presidente adjunto y vicepresidente<br \/>Abdul Latif Jameel, Arabia Saud\u00ed[\/caption]\r\n\r\n<a href=\"https:\/\/alj.com\/en\/our-people\/hassan-jameel\/\">Hassan Jameel<\/a>, presidente adjunto y vicepresidente de Abdul Latif Jameel en Arabia Saud\u00ed, es un gran defensor de la filosof\u00eda Kaizen, ya que la experiment\u00f3 de primera mano cuando trabaj\u00f3 en la sede central de Toyota en Jap\u00f3n a principios de la d\u00e9cada de 2000.\r\n\r\nNos reunimos con Hassan para hablar sobre su inter\u00e9s en la mejora continua y c\u00f3mo ayuda a las organizaciones a transformar su forma de hacer negocios.\r\n<h2>\u00bfQu\u00e9 es la \u201cmejora continua\u201d?\r\n\u00bfY qu\u00e9 significa para usted?<\/h2>\r\nA diferencia de tanta jerga empresarial y terminolog\u00eda de consultor\u00eda, la definici\u00f3n de mejora continua es satisfactoriamente sencilla.\r\n\r\nSe trata, literalmente, de esas dos palabras: mejorar siempre. Intentar ser mejor constantemente. A primera vista, suena muy obvio, pero en realidad es un concepto m\u00e1s profundo. Para m\u00ed, como individuo, la mejora continua no consiste solo en mejorar uno mismo cada d\u00eda. Se trata de incorporar esa mentalidad a nuestro estilo de vida para que se vuelva autom\u00e1tica.\r\n\r\nPiense en lo que podr\u00eda hacer para mejorar cada d\u00eda. No importa lo peque\u00f1o que sea, siempre que intente mejorar algo todos los d\u00edas. Con el tiempo, este modus operandi se convertir\u00e1 en parte de quienes somos.\r\n\r\nEn las organizaciones es similar. \u00bfC\u00f3mo se crea una cultura que pueda implementar constantemente un enfoque de mejora continua cada d\u00eda en todo lo que hace, incluso aunque sea un cambio min\u00fasculo?\r\n\r\nUna cultura en la que todos piensen continuamente en su puesto, en la funci\u00f3n de su equipo y en las tareas que realizan como parte de sus responsabilidades, as\u00ed como en qu\u00e9 peque\u00f1os cambios podr\u00edan hacerse para mejorar la eficiencia y la calidad. Cada cambio individual podr\u00eda parecer intrascendente por s\u00ed solo, pero todo suma. Cuando se combinan, incluso los pasos m\u00e1s peque\u00f1os marcan una gran diferencia. Creo que es la simplicidad lo que hace que la mejora continua sea m\u00e1s eficaz y f\u00e1cil de entender.\r\n<h2>\u00bfCu\u00e1ndo conoci\u00f3 el concepto de mejora continua?<\/h2>\r\nLo conoc\u00ed cuando era muy joven, incluso antes de empezar a trabajar en la empresa. Escuch\u00e9 a mi padre y a otros altos ejecutivos hablar de ello y supe que era algo que estaba ocurriendo en el negocio, pero no entend\u00eda lo que significaba.\r\n\r\n[caption id=\"attachment_112374\" align=\"alignright\" width=\"202\"]<img class=\"size-full wp-image-112374\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture6.jpg\" alt=\"The Toyota Way\" width=\"202\" height=\"202\" \/> Principios corporativos Toyota Way: un \u201cbest seller\u201d de gesti\u00f3n atemporal.[\/caption]\r\n\r\nLa mejora continua se basa en la filosof\u00eda de negocio \u201cKaizen\u201d, en la que Toyota es pionera.\r\n\r\nAbdul Latif Jameel la conoci\u00f3 cuando comenz\u00f3 a importar veh\u00edculos Toyota a Arabia Saud\u00ed en la d\u00e9cada de 1950. Sin embargo, la mejora continua no adquiri\u00f3 importancia global como filosof\u00eda empresarial hasta los a\u00f1os 90 y 2000. En 2001, Toyota, considerado uno de los pioneros del concepto, formaliz\u00f3 su enfoque Kaizen con la publicaci\u00f3n de \u201cPrincipios corporativos Toyota Way\u201d.\r\n\r\nEste influyente libro se convirti\u00f3 en una gu\u00eda para que empresas de todo el mundo comprendieran m\u00e1s sobre la mejora continua y los beneficios que podr\u00eda ofrecer.\r\n\r\n \r\n\r\n<img class=\"wp-image-112740 size-full aligncenter\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/HJ-continuous-improvement-2_001.jpg\" alt=\"\" width=\"2300\" height=\"787\" \/>\r\n\r\nPor cierto, no es necesariamente japon\u00e9s. En otras grandes compa\u00f1\u00edas japonesas no se habla tanto de Kaizen como en Toyota. Fue Toyota concretamente quien tom\u00f3 estas ideas y las transform\u00f3 en una filosof\u00eda de mejora empresarial cohesiva y pr\u00e1ctica en torno al concepto de mejora continua.\r\n<h2>Al principio de su carrera pas\u00f3 un tiempo en Jap\u00f3n, estudiando y trabajando en Toyota. \u00bfC\u00f3mo influy\u00f3 en su comprensi\u00f3n de la mejora continua?<\/h2>\r\nEstudi\u00e9 la secundaria y la universidad en Jap\u00f3n y a menudo pasaba las vacaciones haciendo pr\u00e1cticas en Toyota, ayudando en peque\u00f1os proyectos aqu\u00ed y all\u00e1. Cuando en 2004 me un\u00ed a la divisi\u00f3n Kaizen de Toyota, fui el primer extranjero en hacerlo, empec\u00e9 a comprender realmente lo que implicaba la mejora continua a un nivel pr\u00e1ctico.\r\n\r\nEl papel de la divisi\u00f3n Kaizen era trabajar con los distribuidores en Jap\u00f3n y apoyarlos en la implementaci\u00f3n de proyectos Kaizen, la mayor\u00eda de los cuales eran proyectos operativos: cadena de suministro, servicios relacionados, gesti\u00f3n de inventario, cosas as\u00ed. Trabaj\u00e1bamos con ellos durante varios meses para crear e implementar un proceso de mejora continua y, lo que es m\u00e1s importante, asegurarnos de que seguir\u00eda siendo sostenible despu\u00e9s de que nos fu\u00e9semos.\r\n\r\n<img class=\"size-full wp-image-112388 aligncenter\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture8.jpg\" alt=\"Japan\" width=\"1379\" height=\"689\" \/>\r\n<h2>\u00bfQu\u00e9 supuso eso y qu\u00e9 le ense\u00f1\u00f3 sobre la mejora continua?<\/h2>\r\n\u00a1Fue impactante!\r\n\r\n[caption id=\"attachment_112395\" align=\"alignright\" width=\"300\"]<img class=\"wp-image-112395 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture9-300x232.png\" alt=\"\" width=\"300\" height=\"232\" \/> Hassan Jameel con su equipo del Departamento de Kaizen 2004 en la sede central de Toyota Motor Corporation, Tokio.[\/caption]\r\n\r\nAntes hab\u00eda pasado tiempo en diferentes ambientes de trabajo fuera de Jap\u00f3n, donde la palabra \u201cKaizen\u201d se utilizaba como un concepto abstracto para mejorar una tarea.\r\n\r\nCuando algunos procesos no eran tan eficientes como podr\u00edan alguien dec\u00eda \u201c\u00a1solo tienes que aplicar Kaizen!\u201d, sin comprender realmente lo que eso significaba a un nivel m\u00e1s profundo.\r\n\r\nNo obstante, cuando me sumerg\u00ed de lleno en el equipo Kaizen en Jap\u00f3n me di cuenta de que hab\u00eda una filosof\u00eda muy precisa y estructurada detr\u00e1s.\r\n\r\nEl enfoque Kaizen se basa en un conjunto completo de principios que afectan pr\u00e1cticamente a todos los aspectos de la cultura y las formas de trabajar de una empresa. Sin embargo, a nivel de proceso, es decir, cuando quieres mejorar un proceso espec\u00edfico, todo comienza por los datos. Esa era la primera misi\u00f3n que ten\u00edamos que cumplir.\r\n\r\nPor ejemplo, nos pon\u00edamos frente a un operario, tal vez alguien en la l\u00ednea de limpieza de coches o en el centro que da servicio a los veh\u00edculos. Ten\u00edamos un cron\u00f3metro y un cuaderno en el que anot\u00e1bamos todo lo que hac\u00edan durante su jornada laboral, junto con los horarios: si iban al ba\u00f1o, si ten\u00edan que cruzar el garaje para recoger una herramienta, si ten\u00edan que encontrarse con a alguien para plantear una pregunta\u2026 lo anot\u00e1bamos todo.\r\n\r\n<img class=\"aligncenter wp-image-112402\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture10.png\" alt=\"\" width=\"1431\" height=\"803\" \/>\r\n\r\nHac\u00edamos lo mismo con todos los implicados en esa tarea, as\u00ed que podr\u00edamos tardar una semana o m\u00e1s en recopilar todos los datos, que pondr\u00edamos en una hoja de c\u00e1lculo gigante, una para cada trabajador. Los colg\u00e1bamos en la pared, los repas\u00e1bamos l\u00ednea por l\u00ednea y los clasific\u00e1bamos utilizando diferentes colores para indicar si eran tiempo perdido, tiempo de trabajo o tiempo de trabajo improductivo.\r\n\r\nEn aquel momento no era m\u00e1s que un aprendiz y no comprend\u00eda bien lo que est\u00e1bamos haciendo. Le pregunt\u00e9 a mi jefe: \u201c\u00bfQu\u00e9 tiene que ver esto con Kaizen? \u00bfC\u00f3mo nos har\u00e1 m\u00e1s eficientes?\u201d\r\n\r\n\u00c9l respondi\u00f3: <em>\u201c\u00bfHas encontrado alguna p\u00e9rdida de tiempo?\u201d<\/em> Le dije que la persona ten\u00eda que salir de su estaci\u00f3n de trabajo dos o tres veces para ir a buscar algunas herramientas. Me pregunt\u00f3: <em>\u201c\u00bfCu\u00e1nto tiempo tard\u00f3 en eso?\u201d<\/em> y dije: \u201cSeg\u00fan los datos, seis minutos en total\u201d. A lo que respondi\u00f3 con: <em>\u201c\u00bfC\u00f3mo podr\u00eda reducirse ese tiempo?\u201d<\/em> Le suger\u00ed que si el operario tuviera las herramientas a mano en su estaci\u00f3n de trabajo no tendr\u00eda que cruzar la sala para ir a por ellas, as\u00ed que ahorrar\u00eda seis minutos. Yo pensaba: \u201c\u00bfQu\u00e9 m\u00e1s dan seis minutos?\u201d, pero \u00e9l estaba encantado. Me explic\u00f3 que, si podemos ahorrarle a un t\u00e9cnico seis minutos por d\u00eda, esto supone media hora a la semana. Si ocho t\u00e9cnicos hacen esta misma tarea, ser\u00edan cuatro horas cada semana, m\u00e1s de medio d\u00eda. Multiplicar eso a lo largo del a\u00f1o supone un ahorro enorme. \u00bfCu\u00e1ntos coches m\u00e1s se podr\u00edan reparar en ese tiempo?\r\n\r\nFue entonces cuando empec\u00e9 a entender de qu\u00e9 trataba la mejora continua. No se trata de ideas grandes y caras que un alto directivo piense que van a transformar el lugar de trabajo. Se trata de peque\u00f1os pasos que vienen de abajo hacia arriba y se unen para marcar una diferencia real, significativa y sostenible.\r\n\r\nOtra tarea que llevamos a cabo fue volver a pintar el almac\u00e9n de un distribuidor. Lo hicimos nosotros mismos durante unos 10\u00a0d\u00edas. \u00a1Fue un trabajo duro! Est\u00e1bamos en el exterior, soportando viento, lluvia y nieve. Le pregunt\u00e9 a mi jefe: \u201c\u00bfPor qu\u00e9 no pagamos a alguien para que venga a pintar el almac\u00e9n?\u201d \u00c9l me explic\u00f3 que si lo hacemos nosotros, comprenderemos el proceso y sabremos c\u00f3mo mejorarlo para que el pr\u00f3ximo a\u00f1o seamos capaces de hacerlo a\u00fan mejor. Si pagamos a otra persona para que lo haga no podemos obtener ese conocimiento.\r\n<h2>La creencia de que no se trata de grandes ideas, sino de peque\u00f1os cambios es muy poderosa, \u00bfverdad? A veces, en los negocios, es m\u00e1s f\u00e1cil invertir dinero para solucionar un problema que analizar en profundidad cu\u00e1les son sus verdaderas causas.<\/h2>\r\nAs\u00ed es.\r\n\r\nUna vez mi jefe me dijo: \u201cSi quieres resolver un problema, no le a\u00f1adas m\u00e1s cosas... en su lugar, <em>r\u00e9staselas<\/em>\u201d.\r\n\r\nLo que quer\u00eda decir es que, tras detectar un problema, no se le deben a\u00f1adir m\u00e1s cosas, como nuevos procesos, inversiones o tecnolog\u00eda. Habr\u00eda que identificar la ineficiencia o \u201cmuda\u201d (en japon\u00e9s) y multiplicarla por cero, es decir, eliminarla. Tras deshacerse de todas las ineficiencias y del tiempo perdido, el proceso se reduce a la m\u00ednima expresi\u00f3n para que sea m\u00e1s claro y as\u00ed identifica la \u201cruta fundamental\u201d.\r\n\r\nEsto forma una base a partir de la cual se pueden llevar a cabo mejoras graduales.\r\n<h2>Es f\u00e1cil ver c\u00f3mo la mejora continua se aplica a un gran negocio de fabricaci\u00f3n. \u00bfPuede replicarse tambi\u00e9n en empresas m\u00e1s peque\u00f1as o de servicios?<\/h2>\r\n[caption id=\"attachment_112409\" align=\"alignleft\" width=\"300\"]<img class=\"wp-image-112409 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture11-300x222.png\" alt=\"\" width=\"300\" height=\"222\" \/> Hassan Jameel con su equipo del Departamento de Kaizen 2004 en la sede central de Toyota Motor Corporation, Tokio.[\/caption]\r\n\r\nSe puede aplicar a cualquier cosa y a todo lo que hacemos en nuestras vidas.\r\n\r\nDos de las metodolog\u00edas explicadas en Principios corporativos Toyota Way son Genchi Genbutsu y Gemba. Ambos tratan de ver por uno mismo d\u00f3nde tienen lugar los procesos en el lugar de trabajo, visitar la primera l\u00ednea, sentarse con personas, escucharlas, comprender c\u00f3mo trabajan y, lo que es m\u00e1s importante, por qu\u00e9, para as\u00ed poder experimentar los problemas en nuestras carnes.\r\n\r\nEsto se puede aplicar tanto a un entorno de oficina como a un taller o una l\u00ednea de producci\u00f3n.\r\n\r\nCuando estuve en Toyota trabaj\u00e1bamos desde la oficina un d\u00eda por semana y ve\u00edamos al jefe caminando por la oficina, sentado con el equipo de cuentas, hablando con los encargados de operaciones, haciendo preguntas y tomando notas. Eso era Genchi Genbutsu en acci\u00f3n: estaba pasando tiempo con los empleados de primera l\u00ednea para comprender sus procesos y los problemas a los que se enfrentaban.\r\n\r\nEl respeto es una parte importante. Respetar a nuestra gente, a nuestros distribuidores y a nuestros clientes. El respeto no se trata solo de ser amable y decirle a alguien buenos d\u00edas y buenas noches,\r\n\r\ntambi\u00e9n consiste en implementar pol\u00edticas, procedimientos y est\u00e1ndares que creen un <em>ambiente<\/em> de respeto donde las personas se sientan valoradas, responsables de su propio rendimiento y capacitadas para expresar sus opiniones y compartir sus ideas.\r\n\r\nPor supuesto, un elemento clave de la mejora continua es eliminar las ineficiencias, incluido el tiempo perdido. En todos los negocios, independientemente del sector, se desperdicia tiempo, ya sea con reuniones innecesarias, informes que se van por las ramas o una burocracia engorrosa. Todos estos son ejemplos de \u00e1reas en las que un enfoque Kaizen podr\u00eda mejorar la eficiencia y la productividad.\r\n<h2>\u00bfC\u00f3mo ha intentado Abdul Latif Jameel aplicar un enfoque de mejora continua en el lugar de trabajo y qu\u00e9 diferencia ha marcado?<\/h2>\r\nEn Abdul Latif Jameel tenemos un programa completo dedicado a Kaizen llamado \u201cbest in town\u201d (el mejor de la ciudad, abreviado como \u201cBIT\u201d). Es una iniciativa iniciada por Toyota que se llama \u201c<a href=\"https:\/\/toyotatimes.jp\/en\/series\/toyoda_words\/002.html\">best in town<\/a>\u201d por algo: la idea es que, para ser el mejor de su ciudad, necesita conocer muy bien su mercado local, debe comprender plenamente las necesidades de sus clientes y Ser capaz de satisfacerlas de forma coherente de una manera mucho m\u00e1s cercana y significativa que si pretendiera, por ejemplo, ser \u201cel mejor del mundo\u201d, que es un objetivo mucho m\u00e1s abstracto.\r\n\r\nPor lo tanto, hemos creado equipos \u201cbest in town\u201d para que promuevan la mejora continua dentro de Abdul Latif Jameel, ayudando a todos nuestros diferentes negocios y ubicaciones a comprender en qu\u00e9 consiste la mejora continua y a integrarla en sus propias operaciones. Acabamos de celebrar la conferencia regional \u201cbest in town\u201d de 2023 en Arabia Saud\u00ed, a la que asistieron m\u00e1s de 150\u00a0delegados de los equipos \u201cbest in town\u201d de todo el mundo para compartir sus conocimientos, experiencias y \u00e9xitos en el \u00e1mbito de la mejora continua de una amplia variedad de empresas y sectores industriales.\r\n<div class=\"full-width\" style=\"margin-top: 25px; display: flex; justify-content: center;\">\r\n\r\n[caption id=\"attachment_112416\" align=\"alignleft\" width=\"300\"]<img class=\"wp-image-112416 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture12-300x201.png\" alt=\"\" width=\"300\" height=\"201\" \/> Hassan Jameel discute la planificaci\u00f3n Hoshin Kanri con el equipo de Abdul Latif Jameel Motors Toyota, Madina Road, Yeda, como parte de una visita de primera l\u00ednea de Genchi Genbutsu en octubre de 2022.[\/caption]\r\n\r\n[caption id=\"attachment_112423\" align=\"alignleft\" width=\"301\"]<img class=\"wp-image-112423 size-full\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture13.jpg\" alt=\"\" width=\"301\" height=\"199\" \/> Peter Aberle, CEO de Abdul Latif Jameel Motors Arabia Saud\u00ed (en el centro a la izquierda) con Hassan (en el centro a la derecha) y el equipo de Abdul Latif Jameel Motors Toyota, Madina Road, Yeda, celebrando su victoria en la categor\u00eda de \u201cBest-in-Town\u201d en octubre de 2022.[\/caption]\r\n\r\n<\/div>\r\n<div class=\"full-width\" style=\"margin-top: 25px; display: flex; justify-content: center;\">\r\n\r\n[caption id=\"attachment_112430\" align=\"alignleft\" width=\"300\"]<img class=\"wp-image-112430 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture14-300x169.png\" alt=\"\" width=\"300\" height=\"169\" \/> Hassan Jameel habla de la planificaci\u00f3n Hoshin Kanri con el equipo de Abdul Latif Jameel Motors Toyota, Khurais Center, Riad (BIT) en junio de 2023 de nuevo como parte de una visita de primera l\u00ednea BIT.[\/caption]\r\n\r\n[caption id=\"attachment_112437\" align=\"alignleft\" width=\"300\"]<img class=\"wp-image-112437 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture15-300x169.jpg\" alt=\"\" width=\"300\" height=\"169\" \/> Y recorriendo las instalaciones de posventa y servicio con su equipo local mientras discuten iniciativas de mejora, Abdul Latif Jameel Motors Toyota, Khurais Center, Riad (BIT) en junio de 2023[\/caption]\r\n\r\n<\/div>\r\n<h2>\u00bfC\u00f3mo se ha recibido la iniciativa dentro de Abdul Latif Jameel?<\/h2>\r\nHa tenido una acogida muy positiva, y no solo por parte de la direcci\u00f3n sino tambi\u00e9n entre las personas que realmente importan: los trabajadores en primera l\u00ednea responsables de atender las necesidades de nuestros clientes cada d\u00eda, lo que me satisface enormemente.\r\n\r\nCuando visito un lugar donde a\u00fan no se aplica \u201cbest in town\u201d, la gente viene y me pregunta cu\u00e1ndo se implementar\u00e1, porque han o\u00eddo cosas muy positivas al respecto.\r\n<h2>En el futuro, \u00bfc\u00f3mo puede ayudar esta mentalidad de mejora continua al \u00e9xito de Abdul Latif Jameel?<\/h2>\r\nNuestro objetivo como empresa es asegurarnos de tener una cultura en la que creamos y que provoque una mejora continua sin cesar.\r\n\r\nEso es muy dif\u00edcil, pero ser\u00eda muy prometedor si pudi\u00e9ramos construir una cultura dentro de Abdul Latif Jameel donde la mejora continua fuera la mentalidad predeterminada, un enfoque autom\u00e1tico que todo el mundo siguiera sin ni siquiera pensar en \u00e9l, liderado por una generaci\u00f3n criada con esta forma de pensar.\r\n\r\nA\u00fan nos queda camino por recorrer, pero nos esforzamos para seguir avanzando.\r\n<h2>De joven fue a Toyota en Jap\u00f3n y se sumergi\u00f3 en la cultura Kaizen. \u00bfC\u00f3mo ha cambiado su forma de ver la vida?<\/h2>\r\nFundamentalmente, Kaizen es una forma muy sencilla de ver la vida. Eso es en lo que m\u00e1s me ha afectado. Intento que las cosas sean lo m\u00e1s sencillas posible, porque una vez que se complican, hallar soluciones tambi\u00e9n es m\u00e1s dif\u00edcil. Comienza por peque\u00f1as cosas, como hacer la cama todas las ma\u00f1anas. As\u00ed empezar\u00e1s el d\u00eda con una dosis de \u00e9xito.\r\n\r\nTambi\u00e9n me ense\u00f1\u00f3 que siempre debemos esforzarnos por mejorar y ser humildes al respecto.\r\n\r\n[caption id=\"attachment_112444\" align=\"aligncenter\" width=\"744\"]<img class=\"size-full wp-image-112444\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture16.png\" alt=\"Shibuya Crossing, Tokyo, Japan. \" width=\"744\" height=\"472\" \/> Cruce de Shibuya, Tokio, Jap\u00f3n. Cr\u00e9dito de la fotograf\u00eda: \u00a9 Timo Volz[\/caption]\r\n\r\n \r\n\r\n[caption id=\"attachment_112451\" align=\"alignleft\" width=\"188\"]<img class=\"wp-image-112451 size-full\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture17.png\" alt=\"Dr Shoichiro Toyoda \" width=\"188\" height=\"184\" \/> Dr Shoichiro Toyoda (1925-2023). Cr\u00e9dito de la fotograf\u00eda: \u00a9 Toyota[\/caption]\r\n\r\nRecuerdo una cena de mi padre con el Dr. Shoichiro Toyoda, fundador de Toyota.\r\n\r\nHablaban de \u201cPrincipios corporativos Toyota Way\u201d y mi padre le pregunt\u00f3: \u201c\u00bfQu\u00e9 significa para usted?\u201d\r\n\r\nEl Dr. Toyoda respondi\u00f3: \u201cSigo aprendiendo\u201d.\r\n\r\nM\u00e1s tarde, reflexion\u00e9 sobre lo que significaba y me di cuenta de que se trata de humildad.\r\n\r\nSer consciente y lo suficientemente humilde como para apreciar que todo el mundo puede siempre aprender y mejorar. Comprender esto y, por lo tanto, seguir avanzando, es la esencia de Kaizen.\r\n\r\n \r\n\r\n[caption id=\"attachment_112458\" align=\"alignright\" width=\"300\"]<img class=\"wp-image-112458 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture18-300x194.png\" alt=\"\" width=\"300\" height=\"194\" \/> Seif Shieshakly (izquierda), antiguo empleado de Abdul Latif Jameel, y Patrick Wiebusch (derecha), cofundadores y socios directores de Four Principles, delante de su mantra: \u201cKaizen. Zero waste implemented!\u201d (seguimos el movimiento residuo cero).[\/caption]\r\n\r\nDe hecho, el compromiso de Abdul Latif Jameel con la mejora continua es tal que en 2017 iniciamos una agrupaci\u00f3n empresarial con la consultor\u00eda de \u201clean management\u201d <a href=\"https:\/\/fourprinciples.com\/\">Four Principles<\/a> para difundir las ideas en toda la regi\u00f3n de Oriente Medio y m\u00e1s all\u00e1, ayudando tanto a las organizaciones del sector privado como del p\u00fablico a aprovechar las oportunidades que puede ofrecer.\r\n\r\n \r\n\r\n \r\n\r\n "],"_content":[""],"_wp_old_date":["2024-01-11"],"_ame_cpe_post_policy":["{\"accessProtection\":{\"active\":\"replace\"}}"],"_edit_last":["22"],"_wpml_media_duplicate":["1"],"_wpml_media_featured":["1"],"_yoast_wpseo_content_score":["90"],"_yoast_wpseo_estimated-reading-time-minutes":["1"]},"_links":{"self":[{"href":"https:\/\/cms.alj3.clients.lemonhq.io\/es\/wp-json\/wp\/v2\/perspectives\/16340","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/cms.alj3.clients.lemonhq.io\/es\/wp-json\/wp\/v2\/perspectives"}],"about":[{"href":"https:\/\/cms.alj3.clients.lemonhq.io\/es\/wp-json\/wp\/v2\/types\/perspectives"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/cms.alj3.clients.lemonhq.io\/es\/wp-json\/wp\/v2\/media\/16316"}],"wp:attachment":[{"href":"https:\/\/cms.alj3.clients.lemonhq.io\/es\/wp-json\/wp\/v2\/media?parent=16340"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}