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Results from improvement projects our consultants led in the past.
A manufacturer kept losing production hours to slow changeovers. The team built one standard procedure for switching lines and won those hours back.
The typical result of a Yellow Belt project aimed at waiting times. The gain comes from removing duplicate checks and handovers, not from working faster.
Approving client files took five days on average. A DMAIC analysis of the root causes brought that down to two, with a significant cost saving.
Three areas, delivered by our own consultants, with your own KPIs as the benchmark.
We streamline your end-to-end operations by identifying and eliminating waste, and by standardising what works so the gain does not erode. Lean and Six Sigma turn that into a lasting culture.
We help you map and engage key stakeholders to ensure alignment, reduce resistance, and maximise the impact of your improvement initiatives. Successful transformation starts with shared ownership.
We train the people who run the process, across the full Lean Six Sigma ladder from Yellow Belt to Black Belt. The capability stays with your teams, so improvement continues after the project ends.
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Two of our consultants on how they work, and a client on what it delivered.
"Our consultants are there to move the client's projects forward and for that we want to support them to solve and prevent problems in a structured way. Someone with an understanding of Lean Six Sigma can effectively notice the difference between a symptom of a problem and its cause. In this way, we go a step further for our customers than just expected project progress."
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"Before I could implement the necessary optimisations, I had to win the trust of all stakeholders. The solution has to work for everyone, not just for a few. A few minor optimisations have significantly improved the efficiency of the production process and overall safety. As a result, production costs have decreased."
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"The coaching sessions provided by Pauwels Consulting were far from generic. They took the time to understand our specific challenges and adapted their approach to fit our context perfectly. The sessions were hands-on, engaging, and focused on real-life scenarios we encounter on a daily basis. As a result, our teams didn’t just gain theoretical knowledge, they acquired practical tools and confidence to apply what they learned immediately."
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Three methods we apply in almost every improvement project. They make the difference between a quick fix and an improvement that lasts.
We map every step, waiting time and handover. This often reveals that a double-digit percentage of lead time is lost in handovers between departments.
Define, Measure, Analyze, Improve, Control. Understand before you solve, then embed the fix in procedures, dashboards and training. Without follow-up, nothing holds.
With FMEA we weigh possible failures on likelihood, severity and detectability, so you act before a problem occurs instead of after.
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Business Consulting
A production line with too much scrap, a management team reaching for new machines, and operators who knew the problem was somewhere else. Kris van Nieuwenhove on what a Yellow Belt project changed.
Kris van Nieuwenhove
Senior OpEx / QMS Consultant
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Business Consulting
Operational excellence promises lasting efficiency, yet many programmes stall. Nine reasons why they fail, and what sets apart the ones that keep delivering.
Kris van Nieuwenhove
Senior OpEx / QMS Consultant
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Business Consulting
One of Belgium’s best-loved bakery groups grew from a single shop near Ghent into a nationwide chain. How it scaled without losing its artisanal quality.
Kris van Nieuwenhove
Senior OpEx / QMS Consultant
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