Your physical processes are draining your margin. We re-engineer your operation to recover it.

Yes - all of East Yorkshire is the local catchment with travel included in the base fee: Hull, Beverley, Market Weighton, Goole, Pocklington, York and Howden. Wider Yorkshire (Leeds, Sheffield, Bradford, Doncaster) and engagements in North England, the Midlands, London or Scotland are quoted with travel and overnight costs itemised separately.

Yes. Stock variance, picking errors, missed dispatches and inventory reconciliation taking hours every week are nearly always process problems before they are software problems. We walk the floor, time the actual flow, find where information drops between people, and write down what to fix and in what order. Most warehouse engagements pay for themselves within 8-12 weeks through recovered time and reduced expedited freight.

Start with an Operational Health Check. It is a 1-5 day on-site review that maps the actual workflow, identifies what your team is doing twice, and produces a written report with prioritised actions and estimated time savings. Fixed fee from £1,000, no commitment to anything else afterwards. See what the Operational Health Check includes.

Both. Most of the engagements are with small and medium-sized businesses including family-run warehouses, aesthetic clinics, plumbing and electrical contractors, and small manufacturers. The smallest team we have worked with was 4 people, the largest around 60. The methodology scales down better than most consultancies because there are no internal layers, account managers or sub-contractors.

Yes. Clinical-side documentation, CQC audit preparation, consent paperwork and reception workflow are common starting points for aesthetic and wellness practices. CQC compliance evidence is generated as a by-product of the redesigned workflow rather than a separate exercise. The Just Vitality Clinic case study on the proof page documents this exact scope.

Yes. Typical starting points for trade contractors: quote-to-invoice cycle longer than it should be, lost paperwork between site and office, double-handling of certificates and job sheets, calendar clashes, and engineers being underutilised on certain days. The CleanFlow Plumbing case study (North Yorkshire) on the proof page shows the same scope cutting quote-to-invoice cycle from 9 days to 3 days.

All three, pragmatically. Lean handles flow and waste, Kaizen drives the execution sprints, Six Sigma controls variation and quality. But the methodology is internal scaffolding - what you actually receive is a written report, redesigned workflows, role-specific Standard Operating Procedures, team training and a before/after impact report. The Lean Six Sigma background, IOSH Managing Safely and BRC Global Standards accreditations are listed on the about page if you want to see the credentials behind the work.

That is the most common starting position and exactly what the Operational Health Check is built for. You do not need a clean problem statement to get value from one - you need an outside pair of eyes mapping where work actually moves through the operation. The deliverable is a prioritised list of where the leaks are, ordered by estimated cash impact, so you can decide what to fix and in what order.

Practical day-to-day operational excellence and process improvement work. Process mapping a business process end-to-end to see what is actually happening (versus what people think is happening). Business efficiency work to reduce waste, eliminate duplicate handling, eliminate avoidable downtime and standardise the procedures people are currently doing from memory. Lean consulting techniques, kaizen consultant work and Six Sigma variation reduction - applied to small teams, not industrial mega-plants. The deliverable is a tighter workflow, written down, that your team can actually execute without us being there.