Transformations that do not stall.
We help leaders redesign the technical and the human systems of work together, so results improve now and the team keeps improving after we leave.
Book a discovery conversationA practical conversation about where you are and what is in the way. No sales pitch.
A 3P event in progress on the production floor.
Documented results
- 95% under 20 minutes Door to treatment in the Emergency Department after a patient flow redesign we led. The waiting room and Left Without Being Seen were both virtually eliminated. Meritus Health
- Four hours to 20 minutes Assembly time on a $20 million per year product line, after a 3P design for manufacturability event we ran with operators and both engineering groups. Operators required per unit went from three to one. IDEX Health & Science
- 18 months to multi-site We built the training system, the cross-site replenishment, and the maintenance plan a second site needed to run like the first. The new facility became the company's own internal benchmark. MBC BioLabs
Every figure on this site names its client and its source
Why they stall
It is almost never the tools.
The tools of successful organizations are remarkably similar and fairly easy to copy. There is little disagreement that they work. The difficulty lies in the human foibles presented along the way.
An organization can run improvement events for five years, certify hundreds of people, and still plateau. What is missing is rarely another technique. It is a daily structure where leaders develop problem-solving capability instead of owning every answer, where people are safe enough to raise a problem early, and where change arrives gradually enough that habits can follow it.
That is the part most programs leave to chance, and it is the part we are hired for.
Why we do this
We hate workplaces that oppress the human spirit. Our mission is to help you build one that does not.
What you can hire us for
Four ways engagements start.
Every one of them begins with a discovery conversation, because scoping before we understand the obstacle is guesswork.
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Organizational transformation
Building the operating system: daily management, coaching routines, and the internal capability to keep it running. This is the work that has to outlast us, and the reason we start small and scale rather than deploying a program.
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Process and product redesign, 3P
Redesigning a real product or workflow with the people who run it, using full-scale mock-ups before anything is bought or built. Analytical instruments, factory work cells, emergency departments, cancer centers, outpatient clinics.
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Leadership development and coaching
Leadership should not be a solo journey. We pair with senior leaders and owners as a working partner, and we develop your internal coaches so the capability stays in the building.
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Keynotes, workshops, and learning tours
Highly interactive sessions that frame the next step for the participants rather than the whole journey. We also facilitate executive retreats and lead tours of genuine learning organizations.
Full services, including how we work with companies still scaling
How we work
Start small, build the engine, hand it over.
A simple system that fits
Complex systems that work are found to have evolved from simple systems that worked. We tailor a small starting system to your organization and run it where leadership is most engaged, not where the problems are biggest. Then we scale it.
A learning engine
A daily structure your team uses to surface an obstacle, run a quick experiment, and see what it learned. It is the difference between improvement that happens in events and improvement that happens on a Tuesday.
Leaders who develop others
Senior leaders are not responsible for solving every problem. They are responsible for knowing what good problem solving looks like at each level, and for building that capability in the people they depend on.
Both halves, or neither holds
Lean tools and agile practices work. Without leadership for the human side, success stalls. Every engagement invests in both, so process does not outrun people.
Technical. Testing ideas instead of arguing about them. Learning how the work actually runs from the people doing it. Sizing equipment and teams to real demand and setting a clear rhythm for the flow between them. Understanding where the money is genuinely made and lost.
Adaptive. How one person changes a habit, and how a group does. Motivation, deliberate practice, coaching that meets people where they are, and change introduced gradually enough that trust builds instead of breaking.
Where we have done it
Different operating environments. The same problem.
The sector changes what the work looks like. It does not change what makes the change hold.
- Healthcare Emergency Department redesign, daily management that outlasted the executive team that started it, and a way for front line staff to flag a problem and get an answer the same shift.
- Manufacturing 3P design for manufacturability, cellular flow, and a New Product Introduction process that runs on one visual board instead of a week of meetings.
- Biotech Incubators and labs: uptime, replicable systems, and teams that own their own work instructions through a growth phase.
- Construction What takt planning meant when it was written down a century ago, from the primary sources, in translation.
- Aviation Standing up an integrated operations center and the first continuous improvement program behind it.
- Education Curriculum and learning design at scale, and the teacher development that decides whether it lands.
Who leads the work
Two partners, and you will work with one of us.
Engagements are led personally, not staffed out to a bench.
Craig Stritar
Co-Founder and Managing Partner, San Francisco Bay Area
Operational transformation, healthcare, manufacturing, 3P design events, and continuous improvement systems. Two decades of building high velocity teams, from military special operations to hospitals, factories, and labs.
Translator, with Olga Stritar, of the Adamiecki and Le Chatelier works in the Learning Center.
Dr Karem Roitman
Co-Founder and Managing Partner, London
Organisational learning, leadership development, curriculum design, and international implementation. DPhil in International Development from the University of Oxford, and work across five continents.
Author of Oxford University Press's Global Skills curriculum and of Seeking the Perfect World (Routledge, 2024).
Learning Center
The foundational texts of scientific management, translated into English for the first time and free to download without an email address. Fifteen documents, including the 1924 harmonization series and the 1931 Harmonograph article.
Curious how this would work on your team?
Book a discovery conversation. We will ask what you are trying to achieve and what is getting in the way, which is also how every engagement starts. Practical conversation, no sales pitch.