Top 20 Process Improvement Consulting Companies: Leading Experts in Operational Excellence and Transformation

1. McKinsey & Company

• Founders: James O. McKinsey.
• Founded Year: 1926.
• Headquarters: Chicago (original), currently global; main operations in New York, United States.
• Product / Service Categories: Strategy consulting; operations consulting & process improvement; digital/analytics transformation; behavioural and organisational change.
• Description:
  McKinsey & Company is among the most prestigious global management‑consulting firms, with deep roots in operations and process improvement. Over nearly a century it has helped corporations and public institutions redesign workflows, cut non‑value‑added activities and embed continuous improvement mindsets. Their process‑improvement approach blends classic frameworks (Lean, Six Sigma, TQM) with new‑age analytics, enabling organisations to shift from cost‑cutting to operational excellence. Collaborations often span strategic review through to implementation and sustainment.
• Key Features:
  • Long heritage and credibility-largest in “MBB” elite consulting segment.
  • Robust operations & performance‑improvement practice embedded in their global consulting platform.
  • Strong analytics and insight‑driven methods (process mining, digital twin, automation).
  • Global footprint with cross‑industry expertise enabling benchmarking and best‑practice transfer.
  • Capability to support end‑to‑end redesign: strategy → process → execution.
  • High‑impact metrics: projects often target double‑digit improvements in cost, cycle‑time or quality.
  • Strong emphasis on culture, change management and sustainability of improvements.

2. Boston Consulting Group (BCG)

• Founders: Bruce Henderson founded the firm in 1963.
• Founded Year: 1963.
• Headquarters: Boston, Massachusetts, United States.
• Product / Service Categories: Strategy consulting; operations/performance improvement; process optimisation; digital & AI‑driven operations; supply‑chain transformation.
• Description:
  BCG partners with major enterprises to deliver holistic transformation-not simply cost reduction but operational vitality. Its process improvement work is anchored in advanced analytics, lean operations, and digital enablement. The firm helps clients identify bottlenecks, redesign value‑chain flows and embed sustainment mechanisms. Its operations and performance‑improvement group emphasises measurable impact: faster cycle times, improved throughput, and enhanced service quality. Recent thought‑leadership shows BCG helping clients use AI/process‑mining to accelerate gains.
• Key Features:
  • Strong orientation toward operations and value creation rather than cost policing.
  • Advanced data‑driven process‑improvement tools (including process mining, workflow analytics).
  • Multi‑industry expertise-manufacturing, services, healthcare, utilities.
  • Emphasis on defining “what” to improve and “how” to execute for sustainable results.
  • Global delivery and local insight combine to deliver scalability.
  • Focus on digital/automation integration so process improvement becomes “digital improvement”.

3. Bain & Company

• Founders: Bill Bain and his colleagues (launching from BCG alumni) in 1973.
• Founded Year: 1973.
• Headquarters: Boston, Massachusetts, United States.
• Product / Service Categories: Strategic consulting; business‑process redesign; performance improvement; Lean & Six Sigma transformations; digital operations.
• Description:
  Bain & Company distinguishes itself through “hands‑on” process improvement: they don’t just advise, they often work side‑by‑side with clients to implement and embed change. Their redesign methodology covers mapping current‑state processes, zero‑based redesign, and transformation of operations with a sharp focus on achieving tangible improvements in cost, capacity and speed. Their offerings span portfolio of process improvement initiatives across business functions.
• Key Features:
  • Emphasis on implementation and follow‑through (so improvement sticks).
  • Use of Lean, Six Sigma, process mining and digital enablers in tandem.
  • Focus on what the client does (operations) rather than just what the firm engineers.
  • Strong capability in redesigning processes from scratch (zero‑based redesign).
  • High accountability for results-clear KPIs, measurement frameworks.
  • Ability to scale improvements across geography and functions.

4. The Hackett Group

• Founders: (Public details of founders limited; founded as a business‑process research and benchmarking firm.)
• Founded Year: Early 1990s (specific year often cited as 1990s).
• Headquarters: Miami, Florida, United States.
• Product / Service Categories: Process improvement consulting; benchmarking; shared‑services advisory; operational excellence; cost‑reduction strategy.
• Description:
  The Hackett Group is focused squarely on process improvement and operational performance. Their strength lies in benchmarking, metrics‑driven advisory and delivering sustainable cost‑reduction and performance gains. With over 9,000 major corporate clients and strong global footprints, they specialise in helping organisations redesign their operating models-leveraging process excellence, shared services, global delivery and best practices. Their process improvement agenda is pragmatic, data‑grounded and oriented to measurable benefit.
• Key Features:
  • Extensive benchmarking database and performance‑metrics library (over 27,000 engagements)
  • Focus on cost, cash‑flow improvement and process standardisation.
  • Global reach with deep industry cover.
  • Practical frameworks for process redesign, transition and continuous improvement.
  • Useful for organisations seeking to institutionalise process‑improvement capabilities (not just one‑off projects).
  • Delivery of value in terms of cost‑savings but also improved operational agility.

5. KPMG International

• Founders: The name results from merger of Klynveld, Peat, Marwick & Goerdeler; original individuals include William Barclay Peat, James Marwick, etc.
• Founded Year: 1987 (as KPMG global entity) though component firms date much older.
• Headquarters: London, United Kingdom.
• Product / Service Categories: Advisory & consulting including operations and process improvement; risk & compliance; regulatory transformation; digital operations improvement.
• Description:
  KPMG is one of the “Big Four” professional‑services organisations, and its operations/ process improvement consulting arm helps organisations redesign business processes, shared services, and operating models. Their typical engagements include process optimisation, process standardisation, outsourcing readiness and transformation. Because KPMG combines operational consulting with risk, compliance and audit pedigree, they are well‑positioned for process improvement in regulated industries or complex operating environments.
• Key Features:
  • Strong governance, risk & compliance expertise built into process improvement engagements.
  • Global network across 145+ countries enabling multi‑jurisdictional process‑improvement advice.
  • Capability to link process improvement with audit, tax, regulatory change-valuable in complex sectors.
  • Depth in operations optimisation and shared‑services model design.
  • Cross‑functional integration: operations improvement aligned with technology, finance, HR.

6. Capgemini SE

• Founders: Serge Kampf.
• Founded Year: 1967.
• Headquarters: Paris, France.
• Product / Service Categories: Technology consulting; digital transformation; process improvement & business operations optimisation; business & IT integration; BPM.
• Description:
  Capgemini offers an interesting hybrid: process improvement consulting tightly integrated with technology and digital delivery. When organisations seek to improve their processes while embedding digital tools (automation, analytics, cloud), Capgemini stands out. Their global delivery footprint, cross‑industry experience, and ability to engage in both advisory and implementation make them a strong pick for process improvement initiatives that are expected to be future‑proof.
• Key Features:
  • Strong IT/technology component in process‑improvement work (automation, analytics).
  • Global scale and multi‑industry experience.
  • End‑to‑end capability: consulting through to execution, not just advisory.
  • Good alignment with organisations wanting to modernise processes + systems in tandem.
  • Experience with business process management (BPM) and large‑scale transformation.

7. Deloitte Touche Tohmatsu Limited (Consulting/Advisory arm)

• Founders: William Welsh Deloitte (original foundation) – modern Deloitte via series of mergers and expansions.
• Founded Year: 1845 (original); modern global firm spans 20th century.
• Headquarters: London, United Kingdom (global network headquarters).
• Product / Service Categories: Management consulting; operations & process improvement; digital services; risk & analytics transformation; business performance improvement.
• Description:
  Deloitte’s consulting & advisory practice helps clients address process‑inefficiencies, streamline operations and embed continuous improvement as part of broader enterprise transformation. Their process‑improvement work often intersects with digital, data, technology and regulatory domains, making them especially suited for organisations needing process redesign in complex or evolving environments. The firm blends senior advisory capability with large global delivery resources.
• Key Features:
  • Broad multidisciplinary expertise: strategy, operations, tech, risk.
  • Capability to support large, complex process‑improvement programmes across geographies and functions.
  • Use of digital tools, analytics and automation to support process‑improvement objectives.
  • Strong brand and reputational capital, helpful in stakeholder‑heavy transformations.
  • Alignment of process improvement with business‑model change rather than incremental fixes.

8. Ernst & Young Global Limited (EY Advisory arm)

• Founders: Arthur Young and Alwin C. Ernst (original firms) merged to form EY in 1989.
• Founded Year: 1989 (as EY).
• Headquarters: London, United Kingdom.
• Product / Service Categories: Advisory, process improvement consulting, digital operations improvement, performance‑transformation, risk & compliance.
• Description:
  EY’s process improvement consulting focuses on helping organisations redesign business operations, optimise workflows, reduce waste, and embed continuous improvement in digitally‑enabled environments. Their strength lies in linking operations improvement with risk, compliance, finance and technology-a useful mix in regulated sectors or large enterprises undergoing transformation at scale.
• Key Features:
  • Advisory with strong operations improvement and process‑redesign capabilities.
  • Extensive global reach and experience in major transformation projects.
  • Ability to integrate process improvement with digital/data initiatives.
  • Strong stakeholder management (audit, tax, regulatory) advantage.
  • Focus on embedding sustainable continuous improvement practices rather than one‑off fixes.

9. Protiviti Inc.

• Founders: Founded as Protiviti in 2002 (spun off from Robert Half).
• Founded Year: 2002.
• Headquarters: Menlo Park & San Ramon, California, United States.
• Product / Service Categories: Consulting (process & business‑operations improvement); risk & compliance; technology consulting; data analytics; business‑process advisory.
• Description:
  Protiviti is a global consulting firm with a strong focus on process, technology and performance improvement. Its operations improvement practice helps clients simplify processes, enhance controls, embed digital tools and improve business performance. Particularly strong in finance, audit, risk and process domains, Protiviti is well‑suited for organisations seeking process improvement in regulated or complex operational environments.
• Key Features:
  • Strong mix of process improvement + risk/compliance + technology.
  • Global consulting network across 89 offices.
  • Architecture for improvement: process review → redesign → digital‑support.
  • Good fit for mid‑to‑large clients wanting process re‑engineering within governance frameworks.
  • Versatile across functions: finance, HR, operations, technology.

10. Centric Consulting

• Founders: (Publicly available founder detail limited; firm founded by a group of operational‑excellence consultants).
• Founded Year: Approx. early 2000s.
• Headquarters: United States (multiple offices).
• Product / Service Categories: Business‑process improvement consulting; operational excellence; Lean/Six Sigma enablement; process transformation; technology‑enabled operations.
• Description:
  Centric Consulting specialises in business‑process improvement through operational excellence frameworks (Lean, Six Sigma, BPM, BPR). Their approach emphasises not only reducing cost or cycle‑time but also building process‑capability within teams so organisations move from reactive to proactive. Useful for companies seeking to embed continuous improvement culture and process‑excellence capability rather than just outsourcing improvement tasks.
• Key Features:
  • Focus on process improvement capability building (internal teams, culture).
  • Use of frameworks such as Lean, Six Sigma, BPM and Theory of Constraints.
  • Measurement‑oriented: track metrics like onboarding time, cost per transaction, productivity.
  • Emphasis on process knowledge management and standard operating‑procedures (SOP) development.
  • Useful for mid‑market companies or organisations without large consulting‑ecosystem overhead.

11. QualPro, Inc.

• Founders: Dr. Charles Holland.
• Founded Year: 1982.
• Headquarters: Knoxville, Tennessee, United States.
• Product / Service Categories: Process improvement consulting; multivariable testing; process experiments; business performance improvement.
• Description:
  QualPro is a niche consulting firm specialising in process improvement via multivariable testing and experimentation. Unlike broad advisory firms, QualPro emphasises simultaneously testing dozens of variables to identify the optimal process improvements, rooted in statistical design of experiments (DOE). Their approach is well‑suited to organisations seeking rapid, evidence‑based process improvement rather than long general‑consulting engagements.
• Key Features:
  • Unique methodology: multivariable testing of process changes to isolate what works.
  • Focus on measurable, quantifiable process‑improvement experiments.
  • Smaller, leaner consulting model suited for tactical improvement projects.
  • Useful for manufacturing or operations‑intensive environments requiring rigorous testing.
  • Differentiated from generalist strategy consultancies by technical depth in process‑science.

12. Transform (Consulting Firm)

• Founders: Christopher G. Burger, John C. King and Darren R. Heil.
• Founded Year: Founded 2001 (FocusIT), merged to form Transform in early 2007.
• Headquarters: Peachtree City, Georgia, United States.
• Product / Service Categories: Process improvement consulting; technology services; operations re‑engineering; industry‑specific (aviation, government).
• Description:
  Transform is a consulting firm specialising in process improvement and operations re‑engineering, particularly in aviation and government sectors. Their model emphasises integration of technology services with process redesign-understanding that in complex operating environments, process and tech must co‑evolve. With a strong track‑record in mission‑critical operations like airlines and defence, they bring niche expertise where reliability, safety and process excellence are paramount.
• Key Features:
  • Specialised vertical‑focus (aviation, government) combined with process improvement capability.
  • Emphasis on both process redesign and technology integration.
  • Experience in high‑reliability organisations-where process excellence is essential.
  • Smaller and more focused than global generalist firms-potentially more agile.
  • Good fit for regulated or safety‑critical industries.

13. Kearney

• Founders: Andrew Thomas Kearney (original spin‑out from McKinsey), though modern firm evolved.
• Founded Year: 1926 (as A.T. Kearney), rebranded in 2020 as Kearney.
• Headquarters: Chicago, Illinois, United States.
• Product / Service Categories: Strategy consulting; operations & supply‑chain optimisation; process improvement; procurement excellence; performance‑transformation.
• Description:
  Kearney, historically known for operations and supply‑chain consulting, has strong credentials in process improvement especially in manufacturing, retail and consumer sectors. Their engagements focus on lean operations, process redesign, cost‑to‑serve improvement, and transforming supply‑chain/process flows. They help companies move from reactive cost‑reduction to proactive productivity and agility.
• Key Features:
  • Strong expertise in operations, manufacturing and supply‑chain process improvement.
  • Lean, cost‑to‑serve, value chain approach in process redesign.
  • Global footprint with regional execution capability.
  • Focus on sustainable improvement, not just short‑term cost cuts.
  • Good for companies in industrial/consumer sectors seeking process excellence.

14. Accenture plc

• Founders: Originally spun‑out from Arthur Andersen’s consulting arm; the current name adopted in 2001.
• Founded Year: 1989 (as Andersen Consulting) → renamed Accenture in 2001.
• Headquarters: Dublin, Ireland.
• Product / Service Categories: Strategy & consulting; digital transformation; process optimisation; operations improvement; technology‑enabled process redesign.
• Description:
  Accenture is a global leader in consulting, digital, technology and operations services, with a strong capability in process improvement. Their USP: combining process redesign with large‑scale execution and digital deployment (cloud, automation, AI). For organisations looking for process improvement that is deeply digital and operational at scale, Accenture is a go‑to. Their process‑improvement consulting helps identify non‑value add, redesign flows, embed automation and then transition into run‑operations.
• Key Features:
  • Large scale, global delivery capability across operations & digital.
  • Strong integration of technology (automation/AI) with process improvement.
  • Broad industry experience and large client base (Fortune 1000).
  • Capability to support full lifecycle: assess → redesign → implement → operate.
  • Good for enterprises looking to move process improvement into digital operations era.

15. Wipro Limited

• Founders: Mohamed Premji (as Western India Vegetable Products, later pivoted)
• Founded Year: 1945 (as original); pivoted to IT services in 1980s
• Headquarters: Bengaluru, Karnataka, India
• Product / Service Categories: IT services & consulting; business process services; operations transformation; process improvement‑consulting; automation.
• Description:
  Wipro has built a meaningful process‑improvement consulting capability within its broader services business. Especially for global enterprises with large off‑shore operations, Wipro helps redesign business & IT processes, reduce complexity, embed digital/automation, and optimise operating models. The combination of process consulting and execution services makes them a viable option.
• Key Features:
  • Cost‑efficient global delivery capability (India‑based) combined with consulting insight.
  • Integrated IT/process approach-process improvement tied to systems and operations.
  • Global scale and cross‑industry experience.
  • Focus on embedding digital operations (automation/cloud) in process improvement.
  • Good fit for enterprises with large operational or outsourced process footprints.

16. Tata Consultancy Services (TCS)

• Founders: Tata Group (as part of it)
• Founded Year: 1968
• Headquarters: Mumbai, Maharashtra, India
• Product / Service Categories: IT services & consulting; process improvement & optimisation; business process services; digital operations transformation; analytics.
• Description:
  TCS is one of the largest IT‑services firms globally, and over time its consulting arm has extended into process improvement. For large enterprises requiring process redesign across global operations (IT and business functions), TCS offers strong capability-both in advisory and execution. Their process‑improvement consulting often accompanies digital transformation, helping processes become lean, standardised and automated.
• Key Features:
  • Very large global footprint and delivery scale.
  • Strong in digital/technology integration with process optimisation.
  • Experience across industries and functions.
  • Ability to support large‑scale process improvement and transformation programmes.
  • Good value proposition for global organisations with broad operations.

17. HCL Technologies Limited

• Founders: Shiv Nadar (and team)
• Founded Year: 1976
• Headquarters: Noida, Uttar Pradesh, India
• Product / Service Categories: IT services & consulting; engineering & R&D; process improvement & operations consulting; digital transformation.
• Description:
  HCL Technologies is an Indian‑origin firm with broad services, including process improvement and operations consulting-especially where process improvement intersects with technology and engineering. For organisations seeking to integrate process optimisation of business/engineering functions with digital platforms, HCL offers a compelling mix of domain expertise and execution capacity.
• Key Features:
  • Strong engineering and technical services strength embedded in process improvement.
  • Global delivery capabilities and cost‑advantage.
  • Good fit where process improvement involves IT/engineering/process interplay (e.g., manufacturing, high tech).
  • Capability to integrate process redesign, automation and operations.
  • Large organisation enabling full lifecycle support.

18. WNS Holdings Limited

• Founders: Keshav R. Murugesh (Group CEO) among key leadership; origin as captive business‑services unit for British Airways.
• Founded Year: 1996 (as World Network Services)
• Headquarters: Mumbai, Maharashtra, India & New York, USA
• Product / Service Categories: Business process outsourcing; operations consulting; process improvement (BPO/operations); analytics and digital operations.
• Description:
  WNS emerged from captive back‑office operations and has grown into a global business‑process services and consulting firm. Their process‑improvement consulting focuses on operations, shared services, outsourcing models and process redesign in business operations (not only IT). For enterprises looking to streamline transaction‑heavy operations or migrate to next‑gen operating models, WNS offers strong capability.
• Key Features:
  • Origin in process‑heavy operations and captive‑to‑outsourced transitions-rich experience in operational process improvement.
  • Global delivery capability from India, Philippines, Eastern Europe.
  • Analytics and digital operations embedded in process improvement services.
  • Advisory plus execution: helps from strategy through to operations.
  • Industry focus (travel, banking, insurance) useful for specialised process improvement.

19. DXC Technology Company

• Founders: Formed in 2017 from merger of CSC and HPE’s Enterprise Services.
• Founded Year: 2017 (via merger)
• Headquarters: Tysons Corner, Virginia, United States
• Product / Service Categories: IT services & consulting; process improvement & business process services; outsourcing transformation; digital operations; cloud/infrastructure operations.
• Description:
  DXC Technology helps organisations manage and optimise large, complex operations and business processes. Their process improvement consulting focuses on assessing current process maturity, vendor/outsourcing models, global operations and digital enablement. Particularly strong in enterprises moving from legacy operations to more agile, digitally‑enabled process frameworks.
• Key Features:
  • Strong capability in large‑scale operations and process‑improvement in complex enterprise/IT‑ecosystems.
  • Experience in transition from legacy to digital operations: processes + systems + governance.
  • Global delivery network and expertise in operations‑run environments.
  • Good fit for enterprises with large IT or business‑process legacy burden.
  • Capability to help redesign the “run” model of processes, not just the “design” phase.

20. EXL Service Holdings, Inc.

• Founders: Rohit Kumar & Raj Agarwal (founded 1999)
• Founded Year: 1999
• Headquarters: New York, United States & Bengaluru, India
• Product / Service Categories: Business process management & outsourcing; process improvement consulting; analytics & AI operations; industry‑specific operations (insurance, banking, healthcare)
• Description:
  EXL focuses on process‑intensive industries (insurance, banking, healthcare) and offers consulting to redesign business processes, embed analytics, and shift operations to higher performance. Their process‑improvement consulting emphasises scalability, digital operations and operational excellence in complex domains. For organisations seeking to improve process performance in regulated, data‑intensive environments, EXL provides a strong value proposition.
• Key Features:
  • Industry‑specific depth (insurance, healthcare, banking) in process improvement.
  • Embedded analytics and digital operations as part of process‑improvement offering.
  • Global delivery footprint (India, Philippines) enabling cost/scale optimization.
  • Consulting plus operational delivery: redesign + run.
  • Focus on performance improvement (cost, quality, cycle‑time) in regulated sectors.

Summary Thoughts

• The firms above combine process‑improvement consulting with varying degrees of digital/technology enablement, industry‑specific depth, global delivery capability, and capability to execute (not just advise).
• For organisations seeking process improvement today, key differentiators include: global reach, digital/data‑analytics integration, strong domain expertise (industry), ability to embed continuous improvement culture, and capability to transition from advisory to operations.
• When selecting a consulting partner for process improvement, organisations should evaluate: the firm’s track record in your industry, the depth of process redesign methodology (Lean, Six Sigma, BPM, process mining), delivery/implementation capability (not just strategy), and the digital or automation component of the offering.
• From a search‑ranking perspective: content that emphasises who the firm is, what they do, how they deliver process improvement (methodologies), and the business‑impact/metrics will help prospective clients find meaningful comparison and decision‑making support.