Results

Measured against a baseline,not a narrative.

A result is a number that existed before the change, was re-measured after it, and survived someone in finance asking how it was calculated. Everything below is structured that way.

Cumulative validated impact

$100M+

Finance-signed across years of operational engagements.

$100M+

Validated hard savings

Cumulative, finance-signed, across years of engagements.

MBB + PMP

One accountable practitioner

The person who sizes the opportunity delivers and sustains it.

300+

Improvement projects

Belt-led projects coached to a validated result.

180+

Practitioners trained

Yellow and Green Belts certified against a savings standard.

The validation standard

A number is not a result until someone in finance signs it.

The savings figures on this site exist because they cleared a standard. Here is the standard.

Green Belt certification uses the same standard: a project must deliver $25,000 or more in validated hard savings before the certification is issued.

Baseline before change

The measure and its baseline are agreed and documented before any change is made. A baseline reconstructed after the fact is not a baseline.

Hard savings only

Cost removed, capacity released, hours eliminated, revenue recovered — traceable to a cost line or a real operational measure. Estimated soft benefit is reported separately and never added to the total.

Finance signs off

Validation belongs to the client's finance function, not to the consultant. If they will not sign the number, the number does not count.

Re-measured, not assumed

The measure is re-run after the change has been in the operation long enough to be real. Improvements that reverted are removed from the total.

Proof of method

What you actually receive.

Not a deck. Four artifacts that travel with the work — the charter that fixes the question, the measurement plan that makes the number real, the control plan that holds it, and the closeout finance signs.

CI · Engagement charter

Agreed

Problem statement: Order-to-ship lead time exceeds commitment on 31% of lines
Scope boundary: Order entry through dock release. Excludes supplier lead time.
Primary measure: Lead time, order release to dock (business hours)
Baseline: Documented from 12 months of system data before any change
Target condition: Set after baseline, agreed with the process owner
Process owner: Named client leader, accountable after closeout
Out of scope: Headcount reduction as a solution path

Illustrative structure · no client data shown

Engagement charter

Signed before work starts. It fixes what problem is being solved, what will be measured, and who owns the answer.

01Charter
02Measurement plan
03Control plan
04Closeout

Engagement structures

How this work is shaped, sector by sector.

These are illustrative engagement structures — the situation, the constraint that usually turns out to be the real one, the work, and what gets measured. They are clearly labelled as examples. Client results are published here as engagements are documented and approved for release.

IllustrativeManufacturing

Throughput recovered on a constrained line

Volume commitments were being met with structural overtime, and a capital request was on the table to add a second line.

The real constraintA single changeover step, unmeasured, absorbing capacity that nobody had attributed to it.

The work

Value stream mapped end to end with observed, not reported, cycle times
Changeover broken into internal and external work and re-sequenced
Standard work rebuilt with the operators who run it
Control chart placed at the line and tied to the existing daily review

What gets measured

Changeover timeDown
Baselined by observation, re-measured after standard work
Structural overtimeDown
Tracked as hours, translated at loaded rate
Capacity releasedUp
Compared against the deferred capital request

SustainmentLine lead owns the chart, response actions are documented, and the measure is reviewed in a meeting that already existed.

IllustrativeDistribution

Cost-to-serve reset across a fulfillment network

Cost per order was drifting upward while volume stayed flat, and service performance varied sharply by site.

The real constraintRouting and pick logic optimized locally at each site, producing network-level waste nobody owned.

The work

Cost to serve rebuilt bottom-up by lane, order profile, and site
Variation between sites analyzed before any standard was imposed
Best observed practice codified, then piloted as the real thing at one site
Rollout run as a delivery program with a named owner per site

What gets measured

Cost per orderDown
Traceable to a cost line, validated by finance
On-time deliveryUp
Measured at the customer promise, not the internal ship date
Labor hours per unitDown
Segmented by site to expose remaining variation

SustainmentSite scorecards use one shared definition, and the network measure is reported monthly against documented limits.

IllustrativeInsurance / Financial services

Backlog and handling time reduced in a service operation

A growing case backlog was being managed with temporary staffing while customer response times kept slipping.

The real constraintRework loops from incomplete intake, invisible because each rework cycle was counted as new work.

The work

Intake quality measured at the source and defect categories separated
Queue and handoff structure redesigned to remove the largest rework loop
Adaptive delivery for the process and tooling changes, predictive for the compliance-dated work
Front-line capability built through Yellow Belt training on live cases

What gets measured

Average handling timeDown
Measured per case type, not blended
Backlog ageDown
Oldest-case age tracked, not just volume
First-pass qualityUp
Rework counted against its originating step

SustainmentIntake quality is a standing measure with a defined response, and the team owns its own defect review.

IllustrativeTechnology / Professional services

A stalled transformation restarted as delivery

A strategy refresh had produced a portfolio of initiatives, momentum for two quarters, and no measurable operational change.

The real constraintInitiatives without owners, sizing, or a measure — governed as a list rather than as work.

The work

Portfolio re-sized against capacity, with the weakest cases stopped outright
Each surviving initiative given an owner, a baseline, and a single primary measure
Predictive and adaptive work separated and governed on different rules
One forum for decisions, replacing status reporting that decided nothing

What gets measured

Initiatives in flightDown
Deliberate reduction to match real capacity
Benefit realizedUp
Only counted once validated at the measure
Decision latencyDown
Time from issue raised to decision made

SustainmentBenefit tracking continues after close in the client's own reporting, with unrealized benefit written off rather than carried.

IllustrativeManufacturing / Healthcare

A recurring defect closed out for good

The same defect had been fixed three times and returned three times, each fix costing containment and credibility.

The real constraintRoot cause never isolated; each response addressed the most recent symptom under time pressure.

The work

Measurement system checked before trusting any historical defect data
Variation sources separated and tested rather than argued
Change piloted with a documented hypothesis and a stopping rule
Control plan written so the next drift triggers a response, not a project

What gets measured

Escape rateDown
Verified after the change had run long enough to be real
Cost of reworkDown
Hard cost only; goodwill impact reported separately
RecurrenceDown
Checked at a later sustainment review

SustainmentThe defect has a named owner, a control limit, and a documented response that does not require an improvement team.

IllustrativeAny size organization

Internal improvement capability that outlives the engagement

Leadership wanted improvement to continue without a standing consulting spend after the first wave of work.

The real constraintPlenty of training history, no mechanism converting trained people into validated projects.

The work

Yellow Belt training run against live work rather than case studies
Green Belt candidates paired to projects with a real savings threshold
Coaching cadence set around project checkpoints, not classroom dates
Validation standard adopted by the client's own finance function

What gets measured

Validated project savingsUp
Only projects clearing the hard-savings threshold count
Certified practitionersUp
Green Belt certified on completion and validation
External spendDown
Deliberate reduction as internal capability lands

SustainmentThe client runs the intake, the coaching, and the validation. We are a phone call, not a line item.

No client names, testimonials, or figures are represented on this page. Chart shapes indicate the direction each measure is tracked in, not a specific outcome.

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Bring us the number you need to move.

The first step is scoped to a defined question and ends with something you keep: a baseline, a sized opportunity, and a straight recommendation — including when the opportunity is not there.

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