The Cumberland Group provides consultation, planning, training, and project management services for rapid, continuous productivity improvement of products, services, business processes and working relationships using lean, six sigma, ERP systems, or Supply Chain Management strategies.
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The Cumberland Group

Rapid, continuous improvement of products, services,
business processes and working relationships

The Cumberland Group started as a service group within a major U.S. corporation in 1981. We achieved our original mission by helping our parent corporation make dramatic quality and productivity improvements, resulting in new customers and higher profits. We pioneered new methods for performance improvement. By 1984 the visible improvements prompted some corporate customers to demand the same services, drawing Cumberland into consultation, planning, training, and project management services for a broad range of leading companies. The original principals purchased Cumberland from the corporate parent in 1988 and opened an office in Chicago in 1990.

The Cumberland consultants are seasoned pros (25+ years) with operations backgrounds so they recommend practical solutions that make sense to management teams. We have continued that original pioneering spirit of looking for faster, more effective ways to improve and to gain employee/associates' buy-in and energy in making meaningful improvement happen.

A Pioneering Spirit:

- Operating
  techniques that
  make business
  teamwork real,
  not academic

- Management
  processes that
  focus, simplify
  and accelerate
  decision-making

- Leading-edge
  concepts like
  complexity theory
  applied to real-
  world problems

- Consultants with
  senior leadership
  and operating
  management
  experience to
  guide business
  teams toward
  practical solutions

© 2002-2006 Cumberland Group – Chicago, Inc. All Rights Reserved.
Phone: (630) 357- 6600 Email: inform@CumberlandChicago.com

 

 

The Cumberland Group: Rapid, continuous improvement of products, services, business processes and working relationships, identifying the Missing Links that cause improvement activities to fall significantly short of expectation

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