A Lean process excellence practice for capex-conservative mid-market operators.
We grow capacity without growing capital.
Neil Deshpande, Atlanta · Rishi Malhotra, Reno · 2016 →
How we work
We are brought in not to work by dictate but to secure the enduring buy-in of the people in the process. The phrase has been said back to us so often by clients that it has become a description we recognise even when it surprises us. Our work proceeds by epiphany rather than by borrowed authority — the slow, careful establishment of a way of seeing that survives the engagement and persists after we have left.
The two pillars are people and process, in that order; the philosophical core is creativity before capital.
What we do
Engagements begin with a Lean diagnostic and proceed through five-day kaizen events with ninety-day sustainment roadmaps, multi-month department-by-department transformations at the rhythm of one department every six weeks, and Fractional Lean Officer retainers covering up to ten concurrent improvement projects. Adjacent surfaces include Lean strategy, AI-enabled process modernisation, and the teaching ladder described below.
Teaching
We teach a four-belt Lean curriculum (White, Yellow, Green, Black) through the University of Nevada, Reno, plus a one-day Advanced Leadership Academy for sponsors. A meaningful share of the clients we work with arrive having first taken Rishi’s Green Belt class.