U.S. Navy Fleet Readiness Center

In 2007, the U.S. Navy's Fleet Readiness Center in Jacksonville, Florida, USA was able to refurbish F/A-18 figher jets on-time and on-cost for the first time since 2003.  In an article in the JAX AIR NEWS, NAS JACKSONVILLE, the Center reported that they had achieved this result after implementing both Lean/Six Sigma methods and the 4 Disciplines of Execution.  This article is a verbatim reprint of selected paragraphs and a photograph from an October 11, 2007 article on the subject.  The article concludes that "with the lean and 4D 'airspeed' tools, the F/A-18 team has proven they can reduce variability in the process and deliver on-time and on-cost." 

Inglese

U.S. Power Company
In the early 1990s, faced with deregulation and the possibility of sweeping change in its industry, a U.S. power company prepared its employees to survive a constantly changing environment by building a culture based on unchanging principles. In 2005, the company was faced with restoring power to all 195,000 of its customers following the devastation of Hurricane Katrina. Due to its previous implementation of The 7 Habits of Highly Effective People, they were able to restore power to all of their customers within 12 days following the hurricane.

U.S. TRUCKING GIANT ADOPTS PLANPLUS ONLINE

Since implementing PlanPlus Online in November 2006, England Logistics, one of the largest trucking companies in the United States, has more than doubled in size.  Yet the company has been able to manage current accounts, acquire new accounts, assign leads to fellow broekrs and follow up on sales calls with ease and at a fraction of the cost of other CRM tools.  This article is used by permission of Complete xRM.

Inglese

UNLEASHING THE TALENT OF A MILITARY CREW
In 2007, the captain of a U.S.Navy ship launched a program to increased military readiness, improve retention, and bolster morale and good behavior.  He started by surveying the crew (the xQ Survey), and followed that with the 4 Disciplines of Execution as a way to eliminate the performance gaps.  By 2010, the captain was able to report substantial improvements in all targeted areas.  See this study by FranklinCovey consultant Hoke Rose for details.