The company, a $300M division of $1B filter manufacturing corporation needed to increase capacity through improving productivity and lead times. Click Here to Learn More
CASE STUDY: Improve lead times and increase capacity Read More »
World’s largest independent provider of catering and provisioning services for airlines and railroads, facing increased competitive pressure. EBITDA erosion through uncontrolled operational costs. Reactive leadership approach w/lack of OpEx organizational mindset. Click Here to Learn More
CASE STUDY: Hospitality and Entertainment Read More »
Not-for-profit system of hospitals and healthcare providers with $3.59B in net revenue, experiencing lost revenue and high labor costs compounded by low performance to industry metrics. Staff not at benchmark productivity performance Long wait times in ED Low OR utilization Click Here to Learn More
CASE STUDY: Healthcare Read More »
A large manufacturer of aerospace engines and avionic systems was targeting a reduction in inventory levels and needed to create gains in productivity. Click Here to Learn More
CASE STUDY: Aerospace and Defense Read More »
A Communications and Telecom firm was in the process of merging 4 different companies together that they had acquired which created a company with revenues above $100M and a staff of over 250 employees. To operate efficiently and profitably, they needed to consolidate operations, and reduce redundancies and costs. Click Here to Learn More
CASE STUDY: Technology Read More »
The largest distributor and embellisher of team sports apparel and equipment in North America was not meeting their financial performance target (EBITDA/Rev). They were growing by acquisition and integrating into a single model, had high employee turnover and extensive use of temporary staffing, and a highly complex inventory. Click Here to Learn More
CASE STUDY: Distribution and Logistics Read More »
A large bank with $11B in deposits and over 1,700 employees was growing rapidly through acquisition. Internally, processes were still separate based on the lack of standardization once an acquisition was completed. The changes, after growing beyond the $10B in deposits level, forced the bank to streamline and standardize to contain costs and comply with
CASE STUDY: Finance, Banking and Insurance Read More »
$3.2B Fortune 500 Retailer With Over 1,000 Stores Needed to Improve Profitability Through Lean Transformation. With 6 distribution centers and over 16,000 employees, this retailer was facing; High customer returns and processing costs Long call center wait times and high call abandons Long order processing lead times High inventory and low turns High store labor
CASE STUDY: Retail Read More »
A private equity client with $500M in Revenue and the nation’s leading operator and franchisor of brewery and craft beer-focused casual dining restaurants. They operate a combined total of over 200 restaurants, brewery restaurants and entertainment venues. NLP engaged to improve production, reduce ticket times, reduce wait times, reduce food cost, and improve the customer
CASE STUDY: Restaurant Transformation Read More »
Private equity client purchased $400m 17% EBITDA Label Printing Company. 1925-2006 Family Owned; 2 Prior PE Owners Focused on Market Expansion and Acquisition Acceleration. 2 Core Product Lines, 15 Sites and No Prior Op Ex Focus. NLP engaged to improve production, reduce waste, and reduce lead times. Click Here to Learn More
CASE STUDY: Manufacturing – Label Printing Company Read More »
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