The LEAP model

Four areas that make the difference on every shift.

LEAP is how we diagnose a team and how we develop it. Each pillar is scored from 1 (Reactive) to 5 (Leading), and every score needs at least two pieces of evidence.

Leadership Readiness

Moving team leaders from doing the work to leading the people who do it.

What we look for
Who team leaders spend their time with, whether they delegate or do, how they speak to operators, and whether the huddle is a conversation or a briefing.
How we develop it
The Shadow Shift and a daily Delegation Tracker, so handing work over becomes a habit.
Scoring rubric1 to 5
1
Reactive

Team leader mostly does operator work. No delegation. Huddles are one-way instructions.

3
Developing

Some delegation, but inconsistent. Huddles cover issues but rarely assign owners.

5
Leading

Team leader spends most time leading. Tasks have clear owners and check-ins. Operators raise and solve problems.

Scores of 2 and 4 are used when evidence sits between bands.

The 3D Integration Engine

Four pillars, one integration engine.

The engine that drives LEAP. It keeps learning in step with what your shift actually produces, from the first floor walk to the board read-out.

  1. D1

    Diagnose

    Uncover the hidden capability gaps on your floor and isolate the root cause of frontline friction.

    Pilot weeks 1 to 2
  2. D2

    Deliver

    Put leadership and operational excellence tools to work quickly, inside live production, one pillar at a time.

    Pilot weeks 3 to 10
  3. D3

    Demonstrate

    Quantify board-ready financial return, track error reduction and link behaviour change to commercial value.

    Pilot weeks 11 to 12
Beyond the pillars

A self-sustaining system, not four workshops.

Each pillar feeds the next, so the improvements keep running after we leave.

The four LEAP pillars connected in a cycle: L leads to E, E to A, A to P, and P back to L.LEAPOne system,four loops
  • L → E

    Competency loop

    Team leaders stop doing and start delegating through formal trackers, giving teams the ownership to run their own waste audits.

  • E → A

    Agility loop

    Root-cause analysis reveals capability gaps, and targeted peer-to-peer micro-learning fixes them straight away.

  • A → P

    Capital loop

    Upskilling lives inside shift huddles, so nobody takes a day off the line and the savings aren't eaten by overheads.

  • P → L

    Governance loop

    Team leaders present cost-benefit data to executives, turning frontline management into an active profit driver.

The problem

The accidental manager problem.

When an operations business grows, it promotes its best operators into team leader roles, often quickly and with little support. They were brilliant at the job. Now they are expected to lead the people who do it.

Most end up firefighting instead of leading. They jump on the tools when a line stops, carry the shift on their own shoulders, and never get the time to build a team that can run without them. It shows up in downtime, errors and people leaving.

One question we ask every operations leader

If your best team leader was off for a month, would their shift hold its numbers?