How Turkstra Lumber Supercharged Its Employees’ Efficiency by Creating Seamless Business Processes

Last Updated on July 17, 2021 by Owen McGab Enaohwo

Business Intelligence & Lean Six Sigma Champion at Turkstra Lumber, Jamie Ramsden, prioritizes keeping the organization’s operations running smoothly. 

As far as job expertise was concerned, Jamie and his team were up to the task. But working in an industry that isn’t “leading edge” in processes, they relied solely on their individual efforts to get things done. Although business was moving well, they realized that they could do better with streamlined business processes and procedures. 

The quest to be more strategic and sophisticated in their operations led to the discovery of SweetProcess. And according to Jamie, it has been a game-changer in the organization. He tells us how the system has helped in streamlining their operations and boosting employee efficiency. 

Jamie Ramsden – Business Intelligence & Lean Six Sigma Champion at Turkstra Lumber

About Turkstra Lumber

Established in 1953, Turkstra Lumber has a long-standing history of offering building-related services.

Committed to helping builders get through the most tedious aspects of building, the company offers a complete service from selecting building materials to picking the right size or structure and transporting the materials to the building site at the right time. 

Turkstra Lumber adds a modernized touch to its services with the use of modern technology to simplify and enhance the building process.

With over 70 years of experience, the organization is keen on creating a conducive working environment for its employees and shares the same sentiments for its customers, offering them high-quality services.

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The Biggest Pain Point

The team at Turkstra Lumber was effective at doing their job without documented processes, but they weren’t as coordinated as they should be. They performed tasks in different ways, creating inconsistency across the organization. 

Having everyone on the same page, working with the same processes and procedures, was imperative to achieve the great results they desired. 

“One of the things that prevent you from being correct and doing things better than you do now is when you don’t know what your processes are or if everybody isn’t on the same page.”

Determined to set their processes right, the team started to learn about the Lean concept. They went further to document their processes in Excel sheets, but the results were far from what they needed. 

“Not that there’s anything wrong with Excel or homemade-looking things, but part of it is that there’s no coordination there.