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GembaTalk S1,E1 – How Seating Matters Achieved Process Excellence with Ryan Tierney

Ryan Tierney from Seating Matters discusses how they implemented GembaDocs to standardize their processes - sharing key insights, lessons learned, and actionable advice for organizations aiming to adopt SOPs effectively. And find out what Ryan marks as his biggest mistake with his journey so far.

In this episode, Tom Hughes, founder of GembaDocs, sits down with Ryan Tierney from Seating Matters to explore the transformative power of standardized operating procedures (SOPs). Discover how Seating Matters became a world-class Lean organization, the challenges they faced during implementation, and practical tips for success.

“We wasted so much money, so much time with systems that weren’t up to scratch.” – Ryan Tierney

Watch now

Listen

Key Topics

  • The surprising complexities of creating effective SOPs.
  • Common pitfalls, like neglected SOPs “stuffed in a drawer.”
  • How GembaDocs helped transform Seating Matters’ process.
  • How a member of staff leaving created a culture process change
  • Actionable advice for rolling out SOPs in your organization.

“..it wasn’t until we documented the process we saw how much waste there was. So there was probably 45 or 46 steps in this before. But the physical act of going through the documenting process forced us to improve it and see the waste.”

– Ryan Tierney

Takeaways

  • SOPs are a cornerstone of efficiency and quality but require proper adoption and visibility.
  • Avoid overcomplicating your rollout; simplicity and accessibility are key.
  • Learning from failures is part of the journey toward excellence.

Links and Resources

Seating Matters
  • Learn more about Seating Matters.
  • Ryan’s LinkedIn
  • Seating Matters LinkedIn
GembaDocs
  • Explore GembaDocs for your work instructions.
  • Tom’s LinkedIn
  • GembaDocs on LinkedIn | YouTube | Instagram

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GembaTalk S1 E5 – “Just Start!” to overcome perfection and implement lean, with Brian Meyers

After a trip to Japan, Brian Meyers realized his factory needed a Lean overhaul – he just didn’t realize it

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