CashCode is committed to Improving Customer Focus. Througout the entire Crane organization, we’re creating Visual Workplaces where we listen with our eyes as well as our ears. 

CUSTOMER FOCUSED 

Improving Customer Focus means working continuously with the customer to discover improvement opportunities, driving solutions toward operational excellence. We drive continuous improvement in financial discipline and customer focus with a common set of metrics, illustrated here with our three year goals. These are indicators of how we are serving the customer, and they have become the foundation of how we run our business. Glide your cursor below for the story.

OPERATIONAL EXCELLENCE 

	Our goal is to be our customers' first choice, and to be faster, better and easier to do business with. We do this by understanding our customers' requirements and seeking to eliminate our customers' "pain points". We are streamlining the front end of the business with transactional Kaizen events and frictionless eBusiness. We add value to customer relationships through customer-focused process improvement, and joining in our customers' process improvement initiatives. We are creating a culture of excellence embraced by every employee at every level by training and equipping them with the tools and knowledge they need for continuous improvement. We value fact-based decision-making, transparent communication, and performance based on trust and respect. Our Strategic Procurement Professionals have a broad view of the role of procurement in the supply chain. Many of our businesses present a scorecard to suppliers, measuring their quality, on-time delivery, and other metrics. Increased supplier communication improves "flow" through the value chain. We are transforming our suppliers into our partners and leveraging their capabilities. By sharing information like forecasts and production schedules, we gain mutual efficiencies. We use a variety of material replenishment systems, such as Vendor Managed Inventory, Kanban and consignment, as well as long-term agreements, to realize efficiencies and reduce cost. We apply proven methodologies including Value Stream Mapping, 5S, Six Sigma, and Lean production to eliminate waste, reduce variation and create "flow". We measure our progress by improvements in Inventory Turns and Operating Profit Margin, as well as the Customer Metrics. We strive to deliver the right product, at the right time, at the right price, with perfect quality, every time. We use On-Time Delivery, Lead Time and Quality metrics to measure our performance.

A Team Approach In the Visual Workplace, each cell operates as a value-creating team and is supported by leadership that is committed to the team's success in achieving customer-driven metrics. During workplace walk-throughs, cross-disciplinary leaders and support staff listen to problems and needs with a genuine attitude of support and service. The team and leadership brainstorm solutions and implement plans to remove obstacles and achieve cell metrics. 

Visual Tools Simple visual tools enable the team to see at a glance whether customer metrics such as on-time delivery will be met or exceeded and to communicate expeditiously with each other. For example, display boards allow all team members to understand top priorities and compare their team's metrics to those of other teams in the unit. Progress and problems can be seen at a glance by both the team and management using indicators as simple as red and green lights. 

Customer-Driven Metrics In the Visual Workplace, customer-driven cell metrics are few, simple and owned by the cell. Each member of the cell team must know and take ownership of the cell metrics and team members need to be involved in their regular updating. Cell metrics form the basis for discussion with leadership during frequent walk-throughs. 

Real-Time Solutions When problems are identified promptly, they are usually small and quickly solved. The Visual Workplace is designed to immediately flag variances and produce solutions to problems in real time- not weeks or even months later. Once problems have been identified and attacked, improvements become part of standard work. 

Responsive Leadership In the Visual Workplace, cell leaders are agents for change, a vital role in a company committed to a culture of continuous improvement. Present and visible in the cell, they keep the team focused on the customer's needs and maintain personal involvement using walk-throughs and quick, stand-up meetings with specific, targeted objectives.

CULTURAL GOALS:

Performance culture with trust and respect  Transparent communication  Fact-based decisions  Continuous improvement  Crane Co. people - an exciting place to work  Individual shareholder wealth creation