Strategy becomes operating margin.
Management consulting for operational excellence. For executive teams whose strategy needs to show up in results faster than today.
Four levers of operating margin.
Structural cost reduction across plants and functions, without quality loss.
Order-to-delivery cycle, measured across mandates.
Time-to-market and engineering efficiency in industrialisation programmes.
Effects still in place two years after engagement end.
We work where strategy meets operations.
Operational excellence is not a project you purchase. It is a capability your company builds. Our role: shorten the path and make it durable.
Industrial depth
We know the mechanics of each industry we work in. Not from research. From operating it. What we understand, we have decided, delivered and weathered ourselves.
Rethink the question
We rethink every mandate from scratch. No standard solutions. What worked ten years ago is often today’s problem. We test assumptions before we offer answers.
Solve complexity
We take the mandates others avoid. Ramping four plants in parallel. Restructuring in flight. Industrialising new platforms. Where it gets difficult, our work begins.
Four syncs between strategy and margin.
Depending on where you start: four approaches.
OpEx Assessment
We diagnose where your margin points sit. Across the operation: commercial, plants, supply chain. Outcome: a robust EBIT thesis and a prioritised path to delivery.
Performance
We deliver the programme that moves the numbers. With your leadership team, inside your operation. Data, decisions and accountability come together where the work happens. Impact that lands on the P&L and outlasts us.
Industrialisation
New products, new lines, new platforms. We industrialise so that ramp-up, supply chain and operating control come together from the first unit out.
Restructuring OpEx
When the sites no longer carry what the strategy demands. We stabilise first: liquidity, delivery and operating control. Then the structural rebuild. Typically effective within the first quarter.
Top Consultant 2025.
Recognised for the third consecutive year by compamedia, based on an independent client survey conducted by WHU Otto Beisheim School of Management.
Lean Group delivers consistently executed transformations with measurable impact in production. Not on slides.
How we work.
Three principles:
Every thesis carries a number. Every effect a proof point. What we promise can be counted at month-end.
Recommendations mark the start, not the result. We change how your operation decides, measures and steers.
We leave more than numbers. Operations that decide faster, steer more clearly, measure more honestly.
What we have delivered.
Three recent mandates, anonymised by client request:
Time-to-market cut by 38 %
A medical-device manufacturer couldn’t bring new products to market fast enough, with rising regulatory complexity and flat engineering capacity. We rebuilt the engineering operating model: portfolio logic, capacity steering, design discipline.
EBIT quick-impact in 90 days, footprint rebuilt in 18 months
An industrial-goods group with nine plants across Europe and the US was losing margin to fragmented allocation and weak utilisation. We delivered a quantified EBIT quick-impact programme in 90 days. Then we rebuilt the footprint: two plants consolidated, product allocation restructured, utilisation lifted significantly.
Admin processes halved, data as a common language
An industrial group with a grown process landscape had redundant admin routines, manual interfaces and inconsistent data across six business units. We rebuilt the working methods, standardised the interfaces and built one shared data foundation. Result: faster decisions, less effort, one language across the group.
What client decision-makers say.
We had been describing the problem differently than it was for two years. Lean Group understood in eight weeks what was really going on. Six months later the first new launch came in early.
They delivered in 90 days what our own programme had not achieved in two years. With numbers that arrive in the P&L, not in a status update.
They worked with our people, not in their place. Two years after the mandate the new structure carries itself. For me, that was the real test.
Industries we work in.
Six sectors with operational depth, from machinery and automotive to process plants and medical devices. International mandates. A reference list is available in the first conversation.
Who we have worked with.
A selection from our mandates.
What we think about it.
From our work with clients. What we see, what it means, what can be taken from it.
From our work with clients. What we see, what it means, what can be taken from it.
Get in touch.
Matter-of-fact, confidential, no commitment. We respond promptly with a clear assessment.