In the hospitality industry, value is generated through moments of contact with guests. However, many staff are often busy with back-office tasks that reduce the time dedicated to customer relationships and service quality.
For this reason, a major hotel company, working with Leanbet, embarked on a process improvement and standardization process based on employee involvement and the dissemination of lean culture.

The project was divided into two phases: the first focused on training management and department heads, followed by the operational involvement of all departments in defining the first Kaizen projects.
Using tools such as A3 Thinking, process mapping, the Ishikawa diagram, and the 5 Whys technique, the teams analyzed the causes of problems, defined action plans, and created a system for monitoring results.

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Among the success stories that emerged:

 

In the housekeeping department, the reorganization of the floor inventory using Just in Time logic and a Kanban system reduced replenishment times and material costs by 50%.

In terms of customer satisfaction, analyzing online feedback led to the creation of new service standards and training OPLs, with an average score increase of 0.1%, equivalent to an estimated revenue increase of between 1 and 2%.

In kitchen order management, flow mapping and the introduction of 5S and Kanban reduced management times by 40% and decreased inventory and waste.

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A concrete Lean Hospitality journey, where small daily improvements and the active participation of staff have transformed the way of working, restoring time and value to the guest experience.