GA 345 | Hearing for the First Time with Adam Alamade

When it comes to problems, you really have to take ownership and even just coming into a leadership role, for example, all the problems are your fault and really accepting responsibility for all those things, because when you take responsibility for all the problems, then you can start to take ownership for all the solutions as well.

Today I'm excited to welcome Adam Alamede to the show. Now, last week we had gentlemen from England, and today we are going in a different part of the world to Australia. And so Adam has got a really cool story he's really into, which I appreciate because I am as well. He's really into things like trying to practice discipline, self discipline, and trying to develop really good habits, personal habits, work habits, and so forth. He's also into a big fan of Jocko Willink, which I am as well. So we had a lot of fun today talking about the different aspects of having good discipline in your work and tied into leader standard work and being very intentional about how you go about your day and how you go about your work. And so Adam works for a company that makes implants for folks that are, well, hard of hearing or they can't hear. And so they. So he's very passionate about the work that they're doing, which is incredible work. In fact, we're going to link to a video showing where some of their customers are actually hearing for the first time. And it's, trust me, you might want to get some tissues ready because it's pretty powerful. But so Adam talks about that as well, talks about, you know, how important it is for folks to believe in the mission. But then we also flipped it around and said, well, what if you don't believe, you know, or you're not super excited about what your company does or maybe it's just not that exciting of a product or service. How do you also find my. How do you find motivation in those situations? And Adam had some really, really good advice, so I just think you're gonna enjoy it. He's obviously got the cool Australian accent, so I'm always jealous, but, yeah, really fun. So show notes for this episode are going to be over@gembapodcast.com just look for episode 345 again, gembapodcast.com and look for episode 345. Okay, enough from me. Let's get to the show. Adam, welcome to the show. How are you?

I'm doing great, Ron. It's really great to be here with you. Thanks very much for having me on.

Yeah. Where are you calling in from, Adam?

So actually, I'm in Australia. Sydney. Australia.

Nice, nice. So now, this is your summer or winter, or. I always get it backwards, something like that.

Yeah. Spring. So.

Yeah, yeah, yeah.

Heading towards summer.

Yeah, it's always the opposite right here.

So.

Yeah, I've never been to Australia, but, boy, I sure would love to go sometime.

Yeah, you have to. I'd love to have you here, actually.

Yeah. Good, good, good, good. All right. Well, Adam, listen. I know you listen to the show, and, you know, you know, we'd like to kind of begin with our guest sharing a quote. So do you have one?

Absolutely. So my quote today comes from Jocko Willink, who I think you might be familiar with.

I am.

And my favorite quote from him is, discipline equals freedom.

You know, craziest story. So I've listened. I've read all of Jocko's books, and I typically actually listen to them because I like his voice, you know, guys, so tough. But. But I. So I've listened to extreme ownership and read it, actually, when it first came out. But my son, he's 14, so I'm, like, trying to form my son, you know? You know, you got to take ownership and don't be a victim and this and that, you know? And so he and I are actually listening to it right now. Every time we're in the car together, we listen to it. So. So I think he's enjoying it. You know, he wouldn't want to admit it, but he likes the stories and the drama and all that kind of stuff. But, yeah, fantastic book, man. Fantastic.

That's excellent. So, yeah, Jocko has been a huge influence on me. And when you mentioned there about his voice, I was lucky enough. I actually met him. He was in Sydney, Australia, doing a master here. And, yeah, very fortunate to have been part of that. And the man just has such a commanding presence. It's really something to be around him. And, yeah, like I said, the voice and just everything is just. Wow.

Yeah, yeah, yeah. Very good, Very good. All right. And I thought. Did you have a second quote that you wanted to share as well?

Absolutely. So this one I actually got from Darren Hardy's book the Compound Effect, and it's actually attributed to J.J. watts, and he says that basically, success isn't earned. It's rented, and the lease is due every day.

Oh, that's a good one. That's a good one. I like it. I got it. You got to show up, man. Put the work in, right?

Yeah, absolutely. Like Jocker says, you got to get after it.

Yep. Do you get up at 4:30am

yeah. Part of the master as well. We got to train, and, yeah, so we were. We were up in the city in Sydney, and, you know, huge group of us, you know, training before the. Before the conference, started getting the blood flowing, the body moving.

Yeah. Now, do you do jiu jitsu or anything like that? I know Jocko's big into that.

Absolutely. And so it took me a while, but I finally started it. And then I wish I had started a long time ago because, yeah, it's an excellent sport, and I've been enjoying it lots and lots.

Yeah, very cool. Very cool. All right, well, Adam, tell us a little bit about yourself. Tell us about your background and how you first got introduced to all this continuous improvement stuff, and then tell us what you're up to these days.

Yeah, absolutely. So I've been working as a manufacturing engineer. My experiences kind of got me into a position where I became. Became an industrial engineer, and that then led me onto the podcast. And I really have to thank you, Ron. I love this community that you've created around the podcast and learning so much from people. It actually had been a goal of mine to be on here one day when I used to listen, and I was just learning at the time, and, yeah, I just said to myself, I wish I could accomplish something that I could talk about and maybe help. Help others in their journey. So today is the achievement of that goal. So humbled to be here.

Well, thank you. That's awesome, man. It means lot. It's so cool. Also, you know, you're in Australia, literally on the other side of the world, right. And we're connecting right now. You listen to this podcast, so we're connected that way. That's what I love about this. This business that we're in and this world that we're in, really how we can connect like this and, you know, really the. The Internet and whatnot, it just. It just eliminates boundaries. Right? We can. We can connect immediately.

Yeah. So. So I guess going back to the question. So in that industrial engineering role and. And really working closely with team members on the front line and working on improvement projects, teaching the concepts about 5s about continuous improvement. And at a certain point, and one thing I have to say as well that I've been lucky in is really having great mentors, and there are mentors like Jocko. I also really appreciate Jack Welch and studying my MBA with the Jack Welch Management Institute, but also the managers that I've had and the way that they've been really taken an interest in my development, and it was through that connection with a manager, that led me to become basically the production facilities and maintenance supervisor, where that was different for me. Coming into a leadership role and leading a team and learning so much about leadership as well. And it's taking all those concepts as well and bringing them into that. Yeah, it was just really transformative and a great learning.

Yeah. Fantastic. So what are you up to these days as far as. I mean, so you're running a manufacturing group, but tell us about the company. I'm not sure if you want to say the name. That's fine if you don't, but maybe just what your company does.

Yeah. So I suppose just a disclaimer. I'm really only here representing myself and not any company. But we manufacture hearing implants and it's something that I love. When Warren Buffett talks about tap dancing to work, I can completely relate to that. So every day we're giving people the gift of hearing back. And it just feels so good to be working in a company where you're doing good for people.

So you shared a video with me as we were preparing for the podcast and full confession, I hadn't watched it till minutes ago. I saw. Well, I actually didn't even see it. It was at the bottom of the email, you know, and. And so I. I clicked it and I started watching and I was like, oh, my gosh, I gotta stop watching this. I'm gonna start crying, man. I sent it to all my. All my team members here and all the ladies are crying. And this is very, very powerful, man.

Yeah, it is. And yeah, it really tugs on the heartstrings, but, you know, that's. That's what we get to do every day here and year after year, it's just, you know, that's. That's the beauty of it.

Yeah. And so the video, if it's okay, we'll put it in our show notes. But it's a. It's a video of people, I guess, hearing for the very first time. Is that right? I mean, they've never heard. They've never heard anything before.

Yeah, yeah, exactly. And so. So it's people who have been implanted with. With our implant. And basically, you know, there's a process there. And so what they're capturing is the, the switch on, where, you know, they switch on this implant and people are hearing for the first time, a lot of them hearing their parents for the first time, hearing their parents voices. And so you can imagine the emotions in the room when something like that happens. It's just great.

So one Thing that I was thinking about, and it has nothing to do with lean or anything like that. It's just that concept of if you've not heard before right now, they can read lips, obviously, and communicate in sign language and whatnot. I'm sure. But. But if you've not heard before, I'm just trying to, like, wrap my mind around it. Like, how do you know what. What the sound is? Right. You know what I mean? Like, how does your brain.

Yeah.

Figure that out?

Yeah. Yeah, that's a great question. You know, it's a new sensation.

Like, I. What. I guess what I'm wondering is, like, when I say the word ball, you and I know that ball is ball, and, you know, but they hear ball and, like, do they know that it's. You know what I mean? I don't know. Yeah. It's powerful stuff, though. We. That was so much that we take for granted.

Right.

I mean, those of us with hearing and sight and all the rest of it, we just take it for granted. You know, we complain about everything, but.

Absolutely. Yeah. I mean, it's. It's one thing that I, you know, really try to practice every day is just gratefulness and.

Yeah.

That. It really puts things in perspective.

Yeah, for sure. For sure. So talk a little bit about the work that you're doing there with your company. And I guess I know you're in the maintenance department, so let's just talk a little bit about your program and, like, how you approached the program. Like, you know, tell us a story about how you got this thing going.

Yeah. So, like I said, coming into a leadership role, that was something new to me. And there was at no point did I have it in my mind that I was coming in and, you know, I was going to roll out some sort of lean program and transform. Really what I was looking for was how can I add value and really shape the team for success? And that was really always on the back of my mind, but each different opportunity. You know, every time something went wrong, like, I always sort of went to my lean tools for the solution. It all just really fit together so well. And we saw some great results just through the application of those tools, all those really simple tools, but not always easy to implement, but the results were just fantastic.

Can you give us an example of an improvement?

I guess, for example, starting with even just the shift handover at the end of the shift and whatever needs to be passed on to the next shift. But there's an agenda there. And one thing was just to make that as visible as possible and treat it almost like a checklist. And I read a great book by Atul Gawande. It's called the Checklist Manifesto, where he's talking about how powerful checklists can be in all these different industries. So we actually ended up doubling the amount of items on this handover agenda. And so that caused issues because people were concerned about how much time a handover would take. But not only did we double the amount of things that we were talking about, but we did it then in half the time. So I'm going to link back to Jocko's quote about discipline equals freedom. Something that happens during a shift handover is that there's a lot of discussion, huge amount of discussion, and it's all great stuff, but that's what tended to make this maybe longer than necessary, or, you know, people can sort of take that down. A tangent where if we. If we implement discipline to stick to the agenda and we get those important things done, you know, as quickly as possible. Because sometimes it's only simple things and, you know, it's handing over a phone. It's just the, you know, check do if you like. But if we. If we have that discipline, that then leaves us freedom at the end to be able to discuss all the great things that we need to talk about which aren't necessarily part of that. That agenda, but is good discussion and good ideas come out of that.

Nice, nice. So I know you're really passionate because, you know, just in talking before and corresponding a little bit, I know you're really passionate about building teams and effective teams. And obviously that's a big part of extreme ownership and having a great team around you and all that. So why do you think that's so important that we spend a lot of time on building effective teams?

Yeah, great question. So this is something that I learned from Patrick Lencioni in the Five Dysfunctions of a Team, where in two words to say summarize that it's competitive advantage. And I think that it's so hard to find competitive advantages these days. But what he says is if you could get all the people in an organization rowing in the same direction, you can dominate any industry in any market against any competition at any time. So competitive advantage.

So, okay, like, one thing that I'm curious about, you know, it sounds like you guys got a good thing going. But as with any, you know, initiative, whether it's lean or. Or anything new, there can be challenges. I'm assuming, you know, lean was new to some folks there in the organization, so was There was there any resistance to, you know, to you bringing these ideas out?

Yeah, so. So there was resistance at times. I mean, for example, when we were talking about leader standard work, we taught the concept, so there was a bit of training there, but a lot of people, you know, were set in their ways. And so, you know, you might get the comment that, well, I already have a notebook or already have a diary, and, you know, I know what I'm doing, which absolutely is right. And it is all the things that people are already doing. But when you put your leader standard work together, it just makes what you're doing more intentional and, you know, helps people to become more proactive. And that's linking to Stephen Covey's seven Habits a little bit.

So how did you overcome the resistance, though?

So one thing that I always tried to do was when things go wrong, that's always an opportunity, and it's an opportunity for improvement. And so the way to overcome it was really just to have the level of trust built up enough that people are going to at least try something that you're trying to bring in. It's not, it's not a matter of you have to do it this way, but just give it a go, and if it helps, then. Then we're doing something good. And if not, then we want to fail quickly and move on. Yeah, so that's, that's really the way that I was working with the team.

Yeah. Yeah. So what, so what do you do when things go wrong? You know, you're trying to bring in an improvement and, and, you know, maybe it doesn't go. Go the way you thought. What do you do?

Yeah, so something that I learned from Jocker here is that really, when it comes to problems, you really have to take ownership and even just coming into a leadership role, for example, all the problems are your fault. And that could be things that were from your predecessor, really accepting responsibility for all those things. Because when you take responsibility for all the problems, then you can start to take ownership for all the solutions as well.

But that's very, very, very difficult to do, isn't it?

Absolutely it is. Yeah. It's. It's humbling.

I think one of my favorite videos of the Jocko, it comes from one of his podcasts. They just, they pulled it out and made a little short video. It's. It's the one good. I'm sure you've saw that. Seen that one where he, where he talks about, you know.

Yeah, yeah. But did that with my team.

I mean, I think it's Maybe we'll link to it in the show notes so folks can hear it. But the gist of it is, is that when things go wrong, it's good, it's fine, you know, because you're going to learn. And that's a very lean oriented way of looking at life as well. I think that, you know, if we're experimenting and, and things don't go right, fine. And you know, learn from it, adapt, move on. Right. And one of my other favorite books is, is the Obstacle is the Way. Right. And so when you find an obstacle, that's the way, you know, go that way and overcome that obstacle.

Yeah. And I think all these things link together in that way that there is no easy path. And so, yeah, the obstacle is the way that, you know, if you're looking for that easy hack, like Joko says, there is no hack. There is just discipline. And, you know, linking that back to later standard work. It's. It's just doing the things that you know you're meant to do repeatedly and building those. It's habit forming. It's, it's really just building those really good habits.

Talk about habits a little bit. Because I'm passionate about habits myself. You know, I've got apps where I've been checking things off that I do them every day and all the rest of it too, until it does become automatic. But I still click it even though it is automatic. I don't know maybe why, but I just have that habit of clicking it right. I don't think I need to click it anymore, but maybe I do, you know, because if I didn't, eventually maybe it would go away. How do you go about developing habits that are brand new? Like you don't do these things normally, but you want to begin doing them. What's your approach?

So I think that the checklist approach is good. So in my. I am constantly updating my latest standard work template. And if I want to start doing something new, I need to make it visible. I'll put it on my to do list and, you know, just that simple act of checking it off that feels like you're accomplishing something. And that's the way doing that repeatedly is how you build that habit. And it all comes back to later standard work.

Yeah, I use an app on my phone, it's called Habit Share. It's a free app and you can just set up little things that you want to do in there and then you can say how often you want to do them. I've taken 600. I. I mean some friend. Wait, sounds a little bit crazy, but we take cold showers. You know, it's like a way to. It's. It's pretty good for your body, but it's also, you know, a little way to suffer a little bit, you know, and. And I've done 671 cold showers in a row. I flossed my teeth 662 days in a row. So, you know, there's little things like that. Just checking it off like that is. It's. Yeah, discipline gives freedom. Right? It's like, I don't have to worry about flossing my teeth now because it's pretty much automatic.

I. The passion for cold showers with you there on after training, it's. Yeah, it's a must do for me.

Yeah, yeah, yeah, yeah. Well, you're in Australia. It's nice and warm, you know. Oh, no, I have a friend in Colorado here in the States, and in the winter, he says, so.

So cold.

He's like, he could only do it for a few seconds, you know, that he has to step out.

Yes.

Too cold. Oh, gosh. So talk a little bit about. Has there been anything that surprised you when you stepped into that leadership?

I think the. The human element definitely was a surprise. And, you know, one thing I learned is that everybody around you is. Is. Is, you know, dealing with a battle that you know nothing about. And, you know, leadership is, you know, you can build such powerful connections and build trust and really connect with people because they bring the whole person to work. And so really getting to know your people well is, you know, helps to build that trust. And. And, you know, when. Then even later, when you're trying to implement those new things, if you build that relationship, that people are going to accept that so much easier. You know, when you talk about that resistance question, then, you know, not doing the work and building that relationship, how

important is it that, you know, you obviously sound very happy and motivated to do your work, mainly because I think the mission of your company is so. Is so awesome. How important is that for someone? You know, like, what if you worked somewhere and, you know, it wasn't the most exciting product or service or whatever, but, you know, it was your job and, you know, didn't hurt anybody or anything like that, you know, like, how important is it to love the mission of your company, do you think, for you to be successful at what you do?

So I think it absolutely makes it a lot easier when you love what you're doing and you love the mission and you believe in that mission, you know, that you're operating at a much higher level. But even in some instances, people need to work. And maybe it's not the most glamorous thing, but it's coming back to that discipline of doing it every day. So to Quadrucocco again, But when he talks about motivation and motivation being fickle, it's really discipline that you rely on to get you through those things. And.

Yeah.

So the application of discipline.

No, I love that answer. I mean, because maybe your job's not the most exciting, but maybe you're doing it to provide for your family or to help someone else. Right. And so it's not about you always. Right. And trying to serve others.

Absolutely. And that's a great point. I mean, and that is your mission and you're doing what you need to do to provide for your family and.

Yeah. Beautiful, Beautiful. So let's get a little bit tactical. Just on the lean side of it. Talk about some of the tools that you've used. Are you guys doing some, like, TPM or what are you guys using?

Yeah, sure. So I was talking earlier about later standard work, and so that was a really powerful tool, I think. One thing I just want to mention, and it's the simplest thing, but something that just sort of dawned upon me only recently was that the difference when people are using notebooks or the pen and pad, the difference between just a simple single sheet leader standard work template on a clipboard, versus that is basically that the leader standard work, it's always open. And when you have diaries and you have other things and they're always closed, it's just that little difference of picking something up and it's already open in your face, ready to go. I think. Yeah, it just makes something such a big difference, even though it's such a small and simple thing.

It's so funny you say that. We have here in our office, we have our customer success team. So they're the. When people subscribe to Gimba Academy, then the customer success team takes care of them, basically. If they have any questions or needed help or don't know where to start coaching and whatnot, that's what that team does. And so we have, obviously we use Salesforce as our company CRM. And so all of our customers information is all in there and we've got all these fancy dashboards that we can pull up and put on TVs and so forth, but yet we still had this giant magnetic board, for lack of a better word, in our office. And every customer is on this tiny magnet with their name and different things like that and, and by month, you know, like when, when that, when that customer's, you know, when they joined us. And there's other things, there's other visual cues that tell us different things about that particular customer. And I asked my team on time, I said, well, it's all in Salesforce and we could pull this, we could basically build this dashboard, if you will, and put it on a big screen TV there. Why do you want to have it on this board? And you know, and it was interesting in that they said they wanted to be able to touch it, they wanted to be able to move things and configure things and see it constantly. Right. And so I think there is too, even Menlo Innovations is one of the most sophisticated software development companies in the world. We've done a Gemba Academy live with them. And so they clearly can use any kind of software to do anything in their business.

Yet.

Do you know how they plan? They plan on paper, up on walls. You know, it's like, so here's this most sophisticated software development company using paper to plan their work and they're moving paper around on the walls. And so there's just something to that, that, that concept of seeing and touching that that is so important.

Yeah, I love that. I love the simple solution. And it's always, for me, it's always the way to go. There's a lot of fancy things you can do out there, but keep it simple. And you know, for me, every time when you talk about just, you know, planning things on paper, so, you know what, what happens in maintenance in a lot of places is shutdowns. And we have an annual shutdown. The way we planned that, or started to plan that, I should say, is we basically workshopped it. And so it turned into bringing in all these contractors, people who in previous years, although they're working together, they wouldn't get together and plan the work previously. It would just be a lot of digital communication back and forth, but just bringing people together. You know, we put up a butcher's paper for each day of the shutdown and using post IT notes, colored post IT notes, so each different party was a different color. And so when you see those two colors together, that means you guys are working together that day. And you know, the feedback that we got out of that was just like, wow. And how much it helps for a smoother shutdown just for something so simple, it's really unbelievable.

I love it. Hey, so what are you most proud of as it relates to this journey that you Guys are on.

Yeah. Okay. So I think I had an experience where basically I had a week of unplanned leave and it was a really busy week. And I came back from that week and I just said to the team, I couldn't be happier with you guys. There was zero input that they needed from me. They were just operating autonomously. And that was the point where I just could see that all these things were building up. And what we were building really was this autonomous team. And when you talk about building effective teams, what does success look like? Well, that's your answer right there is that you've basically worked yourself out of a job almost, that the team is working together so well and, you know, can just handle things.

Yeah, no, exactly. I think I had a similar experience a few years ago when, you know, in the beginning of Gimba Academy, me and my business partners, we kind of did everything, you know, because it was just us, you know, now we have a team. And there was a moment when I was like, I have no idea how to do this, you know, and our team is like, don't worry, we got it, you know, And I'm like, whoa. It was kind of a scary feeling, but also weird way like a freeing feeling, like, wow, this. We have some amazing people here that they, they got this, you know, and I don't have to worry, you know. So, yeah, it's a. It's an interesting feeling.

That's really excellent.

Yeah, very good.

And we were doing things, you know, that the team developing each other as well. Like, training was a really big part of, you know, what we were implementing. And so there was almost three different aspects of training, classroom training, teaching some of the concepts about problem solving, getting to root cause, and so the five whys and fishbone diagrams, which not everybody was familiar with, but the application of that was really helpful. They could see how useful it was. And then there was also monthly, we would do what we're calling toolbox training sessions. And that's again, team member led. And so taking an SME on either a particular equipment or process and teaching the rest of the team, it's free time for development, basically. And then a third way was a buddy system and that was a much longer period. So six month partnership where not only is there a trainer and a learner, and that person's teaching somebody new skills and building up their capability, which is improving our team flexibility, but they're also building that relationship and forming a stronger bond within the team. And really great feedback about that as well.

Nice, nice. Yeah, I Mean, I can tell the people side of this whole thing is very important to you guys. And earlier you mentioned without trust we had trust, we build trust and then that's how they'll allow us to experiment and try things. But you know, without that trust, you know, you can't really do anything right. So we gotta start at the foundation, which is trust and respect for people.

Right? Yeah. It's so important.

Yeah. Very good. Wow, this has been a fun conversation, Adam. Maybe let's just wrap things up with you telling folks how they can best connect with you and then, and then share some final words of wisdom.

Yeah, sure. So I'm on LinkedIn, so happy to connect with people there. You can search for me. Adam Alamede on LinkedIn. And one thing as well, so on the words of wisdom is that I suppose what we're aiming for, the autonomous team and all these tools that we implement when things are going wrong to prevent that from happening again. And it's something that Peter Drucker said that a well managed factory is boring and nothing exciting happens in it because the crisis have been anticipated and been converted into routine. And so it might sound strange to say that, you know, we're aiming for boring, but really I think the heart of what he's getting at there is that we're trying to establish order out of the chaos that is running a production facility. It never really is boring, but that's always the aim.

Oh, that's so interesting that you say that. I remember the first time I took a trip to Japan many, many years ago and we were touring a bunch of different companies and I remember walking into actually the Toyota facility and we were, I don't remember what cars they were building there, but it was a big, big car plant, you know, automotive plant. And I remember there was this incredible sense of calm about everything. I mean there were people working, but everything was just smooth, in control. There was no, it wasn't jerky or. There wasn't a lot of. There was no chaos for sure. Everything was just done with purpose and intention. And to your point, there was a. It was, I wouldn't call it, maybe boring wasn't the right word, but it wasn't exciting. It was maybe it was beautiful. That was a better way of describing it, you know.

Sounds beautiful. Yeah, definitely sounds beautiful to me.

Yeah, yeah, yeah. Very good, very good. All right, well Adam, thank you for, for coming on. I know it, it's a 3:30 here in the afternoon in Texas and I believe it's around was it while you 7:30am or what are you right now?

Yeah, that's right. Yeah.

7:30am well, thank you.

7:38 to be exact.

Well, you've been up for three hours anyhow, right? I mean, you got up at 4:30, right?

So there you go. Awesome.

Well, I really enjoyed the conversation. Keep up the great work and maybe we can connect down the road. And if I ever get over to Australia, we'll come over there and we'll do some jiu jitsu. How's that?

Oh, yeah, please do. Looking forward to that.

All right. All right, you take care. All right. Thanks Adam.

Thank you. And thanks very much for having me on. Ron, it's been a pleasure.

Oh, my pleasure. All right, take care. Bye. Bye. Thanks for listening. Whether you've been on the continuous improvement journey for many years or perhaps you're just getting started, Gemba Academy is here to support you. And while we're best known for our more than 1500 lean and 6 Sigma teaching and virtual tour videos, we also have a team of experienced Lean and Six Sigma practitioners available for one on one coaching, as well as a variety of of Lean and Six Sigma certification options. To learn more and to schedule a demo, head on over to gembaacademy.com.