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Engaging and signing a contract with us is truly an investment, not a cost. And this is not lofty rhetoric. It's just the way it is.

As the video to the right explains, you pay The McLean Group from the increased revenue we help you produce. From the outset, we provide a realistic revenue model for your consideration and ask your CFO to verify the numbers: if we increase productivity by X percent, then your profit will be Y dollars. It's from that realized revenue -- dollars you didn't have in the first place -- that you pay our fees, which represent a mere percentage of your overall growth.

With 25 years of experience under our belts, that's why we are confident when we say that we are not a cost but rather an investment. We help you grow your profits, and we ask for a portion of those proceeds.


We're an Investment, Not a Cost

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Finding the Right Fit


The most important step in our process is the first: ensuring the right fit with each client. On average, we spend between 6 and 18 months on a project, and that’s a major time commitment—but big results don’t come without dedication on both sides.


The “buy-in” of the executive team is absolutely essential to success, so we insist on holding our initial conversations with the leadership. We begin with discussions that help us understand your organization's goals and capabilities in the context of its competitive reality. If the relationship has the potential to be a fit, we conduct an initial on-site assessment.

When both parties are prepared to move forward, we conduct a detailed assessment over the course of several weeks, which allows us to gauge the potential for financial and operational viability.


If you think that sounds impossible for your organization, you’re not alone—so have many of our former clients, but they feel differently now.


Instead of adhering to a single approach (such as Six

Sigma or Lean Manufacturing), we start with the core

business problems and work backwards into a library

of capabilities that includes these popular strategies,

but isn’t limited by them.


Often, success on a grander scale requires fundamental change in how the leadership team thinks about the business, particularly when it comes to how problems are perceived and the approaches for dealing with them.

We work on key problems ... and deliver whatever we have to to get [our clients] to a new profit level.

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The product of this assessment is a report outlining the limiting factors we discovered and the essential issues at play. If the project is ultimately not a good fit, this report can still be used to produce significant improvements. However, if the project is a good fit, we’ll use this information as the starting point for much deeper analysis.

Identifying the Levers

When we take on a long-term performance improvement process, we begin with a comprehensive on-site assessment not only of the current practices and capacity, but also of the measurement systems in place.


We start by determining the value package: the unit for which we will track throughput, whether it’s a product, a patient, or even an idea. Tracking the value package through the system helps us identify the “levers” that limit throughput and control potential for dramatic change in capacity, profitability, and value.


Our success lives and dies with the data we gather. Fixed-point measurements may be easier to collect, but they often fail to create a complete picture of capacity, throughput, and loss. Instead, we focus on the important, actionable flow measurements that provide a deeper understanding of the current business reality.

Flow measurements give us a more accurate picture of the big, complex problems that limit capacity and result in lost value. We scour the data to determine the 2-3 key levers that will create dramatic improvements for our client—as we like to say, we look for “the difference that makes the difference.”


Once the measurement system is in place and the key levers have been identified, we craft a plan to remove blockages and trim wasted time and resources from the system. To achieve our client’s business goals, we create strategies that tie in at all levels, from the symptoms and practices happening “on the ground” to the principles and paradigms at work among the leadership.

Executing the Plan

Unlike many firms, we don’t hand over a plan and walk away. Implementation is when the rubber hits the road, and we stay with the client throughout the process of establishing the new systems.

Even the perfect plan will fail if the operational structure isn’t able to execute it effectively. To that end, we embed processes into daily procedures at every level so that the new systems quickly become habits. It’s also import to have a formal defect resolution process, so we can learn from problems and make rapid adjustments.

Finally, the watershed effects of our focus on throughput become clear at this point. It may seem counterintuitive, but speeding up throughput not only increases revenue; it also improves quality and decreases cost by removing needless opportunities for waste and error.

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Finding the Differences that

Make a Difference


At its core, The McLean Group’s performance improvement process is about finding and liberating capacity in our clients’ companies, helping them achieve goals they didn’t believe were attainable.  


As our past projects illustrate, the value we create is tangible and measurable. We frequently see throughput increases of 30%-200% and revenues and operating margins that double or triple, often without any additional capital expenditures. For companies planning to sell, we’ve produced valuation increases of 9 figures.

Frankly, we don't take on every project that comes our way.

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Instead of chasing down a hundred and one problems ... we follow the causal change down to two, three, maybe four core issues.

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Execution. That's where you make it or break it. That's where you live or die.

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We're going to come in and improve the organization in such a way that your margin goes up. Those found dollars is how you pay us. 

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