Alliant Foodservice, Inc., a large U.S. based food distributor, implemented an organization-wide Rapid Improvement Campaign to improve profitability across its national distribution organization. More than fifty Alliant executives participated in a Leadership Jumpstart Event to identify best practices for reducing costs and improving margins, and then personally led Rapid Action Teams in the field to help their managers deploy those practices across the organization. The result: $10 million improvement in profits within six months.  

Anixter, the worldwide distributor of electrical wire and cable and other communications products, deployed Rapid Action Teams to attack day-to-day plant and warehouse efficiency. Team assignment areas included shipping productivity, measurement errors, "can't find" problems and housekeeping. Documented results exceeded $500,000.  

Asurion, the leading provider of wireless device insurance and support services, is using the Rapid Action Toolset as the core implementation process for its newly deployed Lean Six Sigma initiative. Green Belts, certified in the Rapid Action Tools Process, are launching and coaching teams in call centers, repair depots and back office operations to drive a faster return.

Big Sky Airlines, a regional airline servicing the Great Plains and Northwest United States, engaged Leap to facilitate a series of Rapid Action Campaigns to improve on-time performance, reduce maintenance delays, and ensure safety compliance and turnaround employee morale. The campaigns, extending over an 18 month timeframe, succeeded in installing new processes across the organization to create a “predictable performance culture”.

Burger King used Leap’s Fast-Change Coach Certification programs to build internal capability in its Operations Services Group to drive performance improvement across the restaurant organization using Lean Six Sigma tools and concepts. Leap’s just-in-time approach to training “Belts” is delivering a Lean Six Sigma deployment strategy that allows Burger King to gradually introduce advanced Lean Six Sigma tools and concepts to the organization while delivering fast results on 60-day Rapid Action Projects.

Case Logic, the innovative designer of cases for personal electronics and media, used Rapid Action Teams to improve fill rates, reduce product development cycle times and streamline key processes such as order entry and packaging design. Results exceed $1 million from six 60-day Rapid Action Teams.

Federal Home Loan Bank of Chicago, part of the Federal Banking System, is applying Leap Breakthrough and Rapid Action Toolkits to support process and system re-engineering projects across the organization.

HSBC, the global financial services giant, incorporated Leap’s Fast-Change Toolsets into its already successful Six Sigma initiative.  Armed with our Rapid Action Tools, HSBC's Black Belt Team has added $7 million dollars in savings by leading and coaching dozens of Rapid Action Projects in their first year with the tools

Mesaba Airlines, a regional carrier for Northwest Airlines, turned to Leap Technologies to redesign airport operations at one of its major Hub Locations utilizing Lean Design Principles and our Rapid Action Teams. This innovative approach delivered significant improvement in on-time departures, baggage handling and employee safety and morale.

OAKLEAF Waste Management, the world's fastest growing waste services outsourcing company, has embraced Leap Technologies' Fast-Change Approach to re-engineer its processes, systems and organization to set the foundation for profitable future growth.

One Beacon Insurance, one of the largest U.S. property and casualty insurance firms, used Rapid Action Teams to execute its service excellence strategy in claims processing. Through the certification of internal coaches, One Beacon has increased the transformational capability of it Human Resources Group increasing their value-add to the line organization.

U.S. Cellular, the Chicago-based wireless services provider, is using Rapid Action Teams to support its ongoing commitment to employee engagement while solving key customer satisfaction, operational excellence and quality of workplace challenges.

Veolia Transportation Services, the largest public transportation service company in the North America, has deployed Rapid Action Teams across its organization engaging hundreds of its 11,000 employees in business improvement projects. By leveraging best practices and local know-how across 95 contracts in 18 states, Veolia has improved operating performance and customer satisfaction system-wide with documented savings in excess of $7 million.

Veolia Environmental Services. The North America division of Veolia Environmental Services has begun an organization-wide deployment of Rapid Action Teams to drive its operational excellence and customer service objectives.

Visa Card Services, the financial transaction processing giant, deployed Rapid Action to jumpstart process improvement in its data processing services organization. The effort delivered significant cycle time reductions in processing requests and improved client service.

Walgreens, the largest retail drugstore chain in the US, continues to generate big returns from Leap’s Rapid Improvement approach across its business units. Rapid Action Teams have been successfully deployed in distribution, information systems, retail stores, and the mail order prescription organization. Through eight years of continuous deployment, Rapid Action Teams have been a cornerstone in the development of a continuous improvement culture in the organization.

Carle Foundation Hospital, the primary teaching hospital for the University of Illinois Medicine has adopted Leap’s “Lean” approach to Lean Six Sigma Deployment using a combination of Jumpstart, Breakthrough and Rapid Action Tools and Teams. With Breakthrough Teams attacking core patient delivery processes such as capacity planning, patient transport and medication reconciliation along with Rapid Action Teams attacking persistent cost and patient satisfaction issues such as nursing agency expenses, access to therapy services, hiring cycle times and more, Carle has engaged more than 250 employees, implemented over 150 improvements and documented in excess of $1 million in savings.  

HealthPartners, a consumer-governed/not for profit healthcare system providing care delivery, a health plan and health financing in Minnesota, selected Leap as its resource for an enterprise-wide Lean Initiative. Using Leap’s Breakthrough and Rapid Action Tools and Teams, HealthPartners has completed eleven waves of Rapid Action Teams and Lean Breakthrough Projects (completing more than 70 Rapid Action Teams and 16 BT Projects) on critical clinical processes like surgery scheduling and surgical throughput, patient accounting, enterprise-wide reporting systems and specialty clinic patient flow. 

Greene Memorial Hospital, a private, not-for-profit hospital provides quality health care services in Greene County and the surrounding areas.  GMH deployed Leap’s Breakthrough and Rapid Action Tools and Teams to address patient accounting and patient satisfaction issues.

Kaiser Permanente, one of the largest healthcare systems in the country, utilized a Rapid Action Campaign to achieve a performance breakthrough in one of its Membership Administration Service Centers. A total of four Rapid Action Teams and Two Breakthrough Teams were deployed to redesign the membership administration process from enrollment through reconciliation achieving better than 50% reduction in cycle times on enrollment and reconciliation processing.

Prevea Clinics, a Primary Care and Multi-specialty care delivery system in the Green Bay WI, area selected the Leap’s Rapid Action Teams as the foundation for their employee-driven continuous improvement system

Reid Hospital in Richmond, Indiana utilized Rapid Action Tools to solve a persistent problem that was preventing timely billing and collections for healthcare services.  Utilizing a highly cross-functional team and support from a Leap Fast-Change Coach, Reid reduced billing cycle times by 55% and reduced average un-billed services from $20 million to $6 million in six months.

St. Mary's Hospital Medical Center, a full service community hospital in Green Bay, Wisconsin, is using the Fast-Change Approach to achieve breakthroughs in surgical services and digestive health procedure throughput as well as improvements with in-patient nursing roles and tasks, the delivery and positioning of supplies, and transportation across the hospital.

SMDC Health System includes the Duluth Clinic, a nationally recognized, multi-specialty group based in Duluth, Minnesota, and St. Mary's and Miller-Dwan Hospitals of Duluth.  SMDC has used the Leap’s Lean Breakthrough Process to tackle major cross functional operating issues such as clinic appointment access, surgical scheduling and governance, and the design of Chronic Disease, Immunization and Screening service delivery in Primary Care.

ThedaCare, an integrated healthcare system in Wisconsin, deployed Rapid Action Teams to accelerate results in core clinical processes. The CT Scan Lean Breakthrough Project delivered a 33% improvement in patient through-put increasing revenue and physician and patient satisfaction with no additional staffing or equipment. Coupled with successful Rapid Action Projects in its two hospitals, ThedaCare realized more than $2 million in savings.

Vytra Health Plans, in Long Island New York, added Leap Technologies’ Rapid Action Tools to its already successful Six Sigma Deployment. Supported by a cadre of internal coaches, Vytra is utilizing Rapid Action Teams to speed the integration of processes and a merger of cultures to accelerate results from a strategic alliance with HIP Health Plan of New York.

Walgreen Health Initiatives, a leader in home healthcare services, is using Rapid Action Teams to improve service, billing accuracy and routing efficiency. Leap’s just-in-time toolset for employee engagement and its ability to deliver consistent results with minimal training and time off the job makes it an ideal fit for WHI’s broadly distributed locations.

ASiMI, the industrial silicon manufacturer for the computer chip industry, utilized Rapid Action Teams to implement its Lean Strategy to streamline material flows, reduce rework and scrap and improve order fill rates. A five-team Rapid Action Campaign delivered cost annualized cost savings exceeding $1 million in less than 60 days.

BASF, the German multi-national chemicals giant, utilized Rapid Action Teams in its Brazilian Operations, with the support of C.A.N, a Leap Technologies Alliance partner, to jumpstart its quality improvement efforts both in plant operations and staff functions. Results from the initiative exceed $3 million.

Black & Decker, the nation’s number one producer of power tools and accessories, added Leap’s Rapid Action Tools and Breakthrough Tools to its Six Sigma curriculum. Black Belts now have more efficient and effective tools for engaging leaders, managers and frontline employees in targeting high-payoff projects and converting them into implemented solutions and results, faster.

Cott Beverages, the world’s largest private label soft drink producer, used Leap’s Breakthrough Project approach to completely redesign its New Product to Market process reducing rework, cycle time and costs in the process. Cott has since added Breakthrough and Rapid Action Tools to its ongoing continuous improvement program.

DRS Technologies, one of the fastest growing defense technologies companies in the U.S., is deploying Rapid Action Teams to accelerate the implementation of its Lean Six Sigma strategy across ten divisions. The speed and simplicity of Rapid Action Teams is helping DRS convert the know-how of its highly analytical technical staff into action and results at a much faster pace.  Average savings per 60-day Rapid Action Team exceed $100,000 per team.

Fort Dodge Animal Health Care, one of the world’s largest providers of veterinary medicines, has deployed Leap’s “lean and rapid” approach to Lean Six Sigma to achieve breakthrough performance in its manufacturing sites around the globe. A combination of Breakthrough Kaizen and Rapid Action Teams have more than doubled throughput across a number of product lines and reduced operating costs by over $3 million.

Ingersoll Rand Air Solutions Group, the leading supplier of industrial air compressors, deployed the Leap’s Rapid Improvement Tools to accelerate growth in a new market. Utilizing a combination of Breakthrough and Rapid Action Teams, with support from Leap Technologies and internal coaches, the Air Solutions Group developed and deployed new sales and support processes tailored to fit the unique needs of the new market segment.

International Paper Company, the world's largest producer of paper products, implemented Rapid Action Tools to improve performance on the production floor in several mills. A variety of Rapid Action Teams have attacked problems ranging from materials handling to order processing. One team, made up entirely of higher-level managers, examined supply chain inefficiencies on a core product. The team implemented solutions that delivered savings of more than $4 million in reduced inventories and warehouse space.

Litton Electro-Optical Systems, the major supplier of night vision technology to the U.S. Department of Defense, deployed Rapid Action Teams to accelerate its manufacturing excellence objectives. The five teams produced over $1.2 million in material, labor and overtime savings in just 60 days.

Molex, the world's second-largest manufacturer of electrical connectors, integrated Rapid Action Tools into its global leadership development program for high-potential managers. Over 45 program participants from 13 countries were trained in the Rapid Action Team process and returned home to use the tools as a leadership action learning experience. Results from projects launched following the training exceed $1million dollars.

Mosaic Company, the world's largest producer of phosphates and fertilizers, has integrated Rapid Action Tools with Six Sigma to create a high-powered continuous improvement program. High potential leaders have been trained as both Six Sigma Black Belts and Rapid Action Team Coaches. To date over 100 Rapid Action Teams have delivered hard dollar savings in excess of $300 million. More importantly hundreds of front line managers and employees have been engaged in the Six Sigma effort and are excited about their ability to make an impact.

NewPage Corporation, headquartered in Miamisburg, Ohio, is the largest coated paper manufacturer in North America and deployed Leap’s Rapid Action Teams to get its Rapid Lean Six Sigma initiative off to a fast start.  Initial waves of Rapid Action Teams were launched in Order Management and IT to attack persistent operation problems.  For the past 2 years, Rapid Action Teams have supported the Safety Task Force to help reduce injuries and create a culture where “no one gets hurt”.

Pall Trinity Micro, a major manufacturer of industrial filters, realized over $650,000 in cost savings from eight Rapid Action Teams in the areas of energy conservation, inventory management, preventative safety and maintenance and chemical waste reduction. Through the certification of internal Rapid Action Team Coaches, Pall Trinity has added these tools to its Lean Toolkit and is reaping the benefits of increased engagement of front-line employees.

Pfizer, the global Pharma giant, through its acquisition ot Wyeth, is reaping the benefits of Leap's five-year engagement at Wyeth supporting Operational Excellence through deployment of Fast-Change Tools including Leadership Jumpstart, Breakthrough and Rapid Action.

Valspar, one of the world's largest coatings manufacturers, has added Rapid Action Tools to improve the ROI and expand employee engagement in its global Lean Six Sigma Deployment.

Wheelabrator Technologies, a wholly owned subsidiary of Waste Management, is a world leader in converting non-hazardous waste into clean and reliable electric power.  Wheelabrator employs 1,100 people in 24 plants across the U.S. and decided to deploy Rapid Action Teams in its distributed operations to attack persistent operating problems and leverage best practices.  Thirty teams have been launched and completed over four years resulting in more than $2 million dollars in cost saving and productivity gains.

Wyeth, a global leader in pharmaceuticals, consumer health care products, and animal health care products, added Leap’s suite of Fast-Change Toolkits to its Operations Excellence program. Internal OE consultants now have more effective and efficient tools for engaging people at all levels of the organization in efforts to identify and execute high priority improvement projects in sprint timeframes. Breakthrough and Rapid Action Projects have significantly reduced cycle times, increase throughput and resulted in millions of dollars in savings to the bottom line.

The American Bankers Association has engaged Leap in a variety of initiatives aimed at improving its service and product offerings to members and merging and integrating internal departments to achieve cost and efficiency gains.

The Courage Foundation, a nationally renowned not-for-profit services provider for the physically handicapped, invited Leap to assist in planning and facilitating and Executive Board Retreat to map out the future direction of the foundation. Using Fast-Change concepts and tools, Leap assisted the Board Members in mapping out a set of strategic priorities and action plans responsive to the diverse stakeholder needs served by the Foundation.

Cook County Government of Illinois deployed Rapid Action Teams to break down barriers between departments and improve speed of service to county residents. With more than 14 successful Rapid Action Team projects completed, more than one hundred county managers and employees have had the opportunity to put their ideas and know-how to work to streamline work flows and improve service delivery to residents.

Metropolitan Nashville Airport Authority selected Leap as its resource to support the launch of an organization-wide Lean Six Sigma initiative to position the authority for future growth and continued customer satisfaction. Working with the AVP of Continuous Improvement, Leap trained a cadre of Fast-Change Coaches from across the organization and then assisted in facilitating a series of Rapid Action Campaigns to improve airport services from parking to maintenance to security and more. MNAA is currently preparing its application for a Malcolm Baldrige Quality Award.

National Association of Surety Bond Producers engaged Leap to facilitate the execution of its strategic planning process. Applying a combination of Fast-Change Tools, Leap is assisting the Association’s leaders and staff in mapping out a customer-focused strategy for the future.

PACE Regional Transportation Authority, the premier suburban transportation provider for the Chicago suburbs, deployed Rapid Action Teams Action to improve customer service and improve productivity in its operations. 

Internal Revenue Service has employed Leap’s Fast-Change Toolsets to engage leaders and employees in a variety of business process reengineering initiatives. Most recently Leap facilitated the launch of six internal BPR teams using a combination of Breakthrough and Rapid Action Tools to speed the development of solutions and design of action plans for rapid implementation.

U.S. Small Business Administration, in the wake of the Gulf Coast Hurricane Disaster, turned to Leap to assist in rapid reengineering of its Disaster Loan Processing Operations. A 90-day Rapid Action Campaign facilitated by Leap resulted in an 80% reduction processing backlogs. Subsequent campaigns have succeeded in performing similar reductions in processing backlogs in guaranteed loans to small businesses.

U.S. Department of Defense requested Leap to participate in building an internal Change Management Center to support rapid re-engineering of enterprise-level acquisition and logistics processes. Over a three year period Leap facilitated over 80 Rapid Improvement Campaigns involving leaders from across the military services and other DOD organizations generating millions of dollars in acquisition and logistics management activities. 

U.S. Marine Corps requested Leap’s assistance to facilitate a high-level, cross department policy and process change initiative aimed at improving the accuracy of equipment readiness reporting and the effectiveness of equipment distribution. Using the Fast-Change Approach, Leap was able to guide a diverse group of stakeholders in the development of a comprehensive action plan in three workshops spread over 60 days.

U.S. State Department has incorporated Leap’s Fast-Change Toolsets into its internal change management approach, using the tools to assist in aligning leaders on reengineering needs and empowering employee teams on Lean process redesign.

U.S. Department of Housing & Urban Development retained Leap Technologies to facilitate a Rapid Improvement Campaign to set up an enterprise-wide Office of Disaster & Emergency Operations. In just over 60 days Leap worked with senior officials and specialists across HUD to create a concept of operations including a new mission, operating guidelines, organization structure, roles and job responsibilities and scorecard.