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ProductivityQualityCustomer ValueFinancialSafetyPeopleDo it SafeCreating a safe environmentwhere all forms of risk areassessed and controlled, andwhere People’s ideas, opinionsand well-being are respected.Do it RightDoing what is right for our customers,doing what is right for our companyand doing what is right for our People.Do it WellOptimizing all our resources to efciently and effectively perform all tasks well.Our VisionCrescent is a Community focused ongrowing our People to provide a pathforward for our Key Customers,strengthening their competitiveadvantage.Our Values9817 Crescent Park DrWest Chester, OH 45069513-759-7000info@crescentpark.comcrescentpark.comOur Key Performance IndicatorsA Playbook to enable our People to deliver on our customers’ and company’s true needsPROCESS PLAYBOOK
ContentsIntroduction … 2People and Processes … 3Process Oriented Leadership … 4Processes and Problems … 5Mechanics of Process Delivery … 7Service Planning … 10Four Step Service Planning Model … 11Customer Demand … 12Capacity … 13Schedule … 13Communication … 14Excellence in Service Planning … 15Service Delivery … 16Prioritize … 18Conrm … 18Readiness … 19Execute … 19Assess … 19Quality and Safety Audit … 21Quality … 22Safety … 23Four Principles to Quality and Safety Assurance … 24Design … 24Manage … 24Analyze … 25Improve … 25GSD – Getting Stu Done … 27Using GEMBA to Build Trust and Increase Initiative … 29GSD and the Crescent Way Mosaic … 301
IntroductionEvery for-prot company has a responsibility to its People to be viable and protable. Great companies approach being protable in a dierent manner than mediocre or bad companies. Great companies view prot as a symptom. Crescent continually strives to be a great company by truly understanding the importance of aligning the 3P’s across its business:• Purpose - our customers’ and company’s true needs, and our commitment to performance and quality.• Process - how we deliver our high performing service and how we deliver performance and quality.• People - those who deliver on our customers’ needs by delivering performance and quality.Our Processes enable our People to deliver on our Purpose; our reason for being. Our Processes are the bridge between the Voice of our Customer and the Voice of our People. There is not one thing we do at Crescent which does not use the bridge as a pathway to deliver on our services.In the Process Playbook we focus on the importance of having formal, predictive, and prescribed delivery processes that meet or exceed the capabilities and complexity demanded by our customer as outlined in our Engineered Service Solution. Our Processes at Crescent evolve and will continue to evolve. Through digital transformation and visual management our Processes become more integrated and more transparent to both our customers and our People.The success of our delivery Processes is reliant on how diligent we were in understanding our customers’ needs. By diligently following the steps in 2
Purpose, we clearly understand why we have been given the opportunity to provide services to our customer. The Purpose denes the expectations for our Operating Process by clearly outlining all inputs and outputs. At Crescent we approach our Operating Processes in a simple methodical manner. Just as the gears of a machine must align, so must Crescent’s Operating Processes. Just as a machine needs to regulate and calibrate its gears, Crescent also needs to regulate and calibrate its Processes to meet the complexities demanded by each of our services, as no two customers are alike, and each customer has a specic set of requirements we must meet.People and ProcessesAlthough the requirements of our customers change, the requirement for us to be Process oriented does not change. Our People are happier, safer, more productive and engaged when our Processes are fully standardized and established.We have a responsibility to place good People in the company with thoughtfully planned Processes. Bad processes create risk, demotivate People, hurt our reputation and decrease our ability to retain our talented People. This fact leads us to engage our People in the continuous improvement of our Operating Processes.The ownership of our Processes by our People establishes a level of engagement providing Crescent with a continuum of continuous improvement constantly seeking out waste reduction through Process improvement.“We can’t solve problems using the same kind of thinking we used when we created them.” Albert Einstein 3 Table of Contents
By design, a Process can be set on a course for success or failure. Whether it succeeds or fails is based on how well the process “hinges” on both the service opportunity and how the team delivers on the service opportunity. A sledgehammer is not needed to drive home a penny nail, and it is the role of our thoughtful business leaders to assure Process orientation and alignment.Process Oriented LeadershipEveryone at Crescent is entrusted with and a guardian of the guiding principles of the 3P’s. The goal for our people is to become Process Oriented leaders. A Process Oriented leader diers from a task manager in the same manner as a re marshal diers from a reghter. A Process Oriented leader is more like a re marshal than a reghter. Instead of rushing in to help ght the re, the marshal is concerned with the bigger picture things that help to reduce the number of res there are to ght, while improving the re-ghting process. It is safe to say that the better a re marshal performs the job of enacting codes, laws, procedures, and increasing awareness of re prevention, the fewer res there are. A Process Oriented leader engages our people in:• A disciplined standardized approach aka Standard Work• Creating a Continuous Improvement service culture• Time management • Skill/capacity development• Participation and involvement• Whole Person Wellbeing• Leadership development• Communication• Customer satisfaction • Key Customer Engagement• PSDM4
The Process Oriented leader improves the Process rst to obtain desired results or outputs. Their People oriented leadership style, which is committed to SCARF, stimulates eorts to improve how People perform their activities. On the other hand, the results-oriented task manager chases outputs at the expense of Process and People. This does not imply the Process Oriented leader is not committed to the goal or output; they just understand that results are symptomatic of putting good People in good Processes. Processes and ProblemsProcess Oriented leaders are predisposed to solving problems. As service providers we only have business opportunities because our customers need business partners to solve their problems and remove barriers. Process Oriented leaders get to the very root of why there is a problem, what the underlying need is, and what the solution needs to be. Our service delivery is reliant upon our People, and our People must be able to deliver a best value solution to the customer. For this to happen, the delivery Process must enable the team to solve the customer’s existing and future problems. The characteristics of a great problem solver are critical to becoming a best value solution provider. 7 Step PSDM Model Problem-Solving Decision-Making Assemble the Right TeamDefine the Problem???????Determine the Root Causewhy-why-why-why-whyDevelop SolutionsApply Critical Decision Making PrinciplesImplement the SolutionEvaluate the Outcome1.2.3.4.5.6.7.We've found an issue!5 Table of Contents
All the problems we face are not equal, and not everyone is able to solve each problem. Some issues we face are complex and we need assistance to solve those problems. Problems can be broken down into three basic categories:1. Decisions: Where options exist and by using the PSDM you can make a condent decision between Path A or Path B. 2. Problems: Where the issue can be solved but the answer is not apparent. With problems it can often require more People to be involved in the PSDM to investigate the right decision and paths forward. 3. Catch 22: Where a troubling condition ies in the face of a solution. These types of problems often threaten the livelihood of the business and need the full support of the management team in the PSDM process.The Crescent 7 Step PSDM (Problem-Solving Decision-Making) model is a solid, methodical problem-solving decision-making process. The PSDM can go a long way toward helping the team make decisions and solve problems. Dilemmas represent challenges that will often conict with the values of a company and its brand and are usually tagged for resolution higher up in the organization. The key to making decisions and solving problems is self-knowledge, and the ability to put that knowledge in the hands of the People who are performing the activities and interacting with the customer on a day-to-day basis. If there is limited knowledge of the issue and too strong of an emphasis on solving problems, our team may overreact. Conversely, if there is an abundance of knowledge and little to no emphasis on our team to solve problems, paralysis may result. Problem Solving SkillsProcess OrientationPerformanceParalyzedReactiveCapable6
There are two resident enemies our People face in becoming procient problem solvers. One is uncertainty, the other complexity. Uncertainty and complexity feed o each other. The presence of one empowers the other. If I am unsure, an issue feels very complex. If I allow the issue to become complex, I become more unsure and less condent about deciding. The diligent and habitual use of the 7 Step PSDM empowers our People to make condent and sound decisions in order to solve the problem.Heart - Mind - HandsBeing Process Oriented provides us with a strategic competitive advantage. Being Process Oriented motivates our People to bring their holistic selves to the game, their hearts, minds, and hands. Successfully engaging our People’s heart, mind and hands represents a winning combination to providing our customers with continuous improvement.Mechanics of Process DeliveryThe Crescent Operating Process begins in Purpose with the design and implementation of an Engineered Service Solution (ESS). The ESS moves through three dened steps:• Set Up• Start Up• Ongoing OperationsDuring the Set Up and Start Up phases, countless changes can occur to our proposed solution as the Processes are tested prior to being approved for Ongoing Operations. A critical step during Set Up and Start Up is the creation of the Value Stream Map (VSM), a clear declaration of the current state of the operation, providing us the pathway to continually improve our future ongoing state of operations.7 Table of Contents
The VSM outlines all the critical steps in all the processes to help us determine where the process can be optimized though the reduction of waste. VSM’s visually outline for us the many sources of waste which impede our performance. Understanding all sources of waste is important when establishing an Engineered Service Solution for our customer.The primary purpose of creating a VSM is to show us the places where we can improve our Processes by visualizing both its value-adding and wasteful steps. To simplify this idea, we break our Processes down into two simple groupings, Skeletal and Circulatory. In the same way our bodies are made up of skeletal systems that create structure and circulatory systems designed to deliver vital material to and around that structure, so are our Processes designed to keep our People informed and responsive:• Skeletal - key functional operational delivery processes• Circulatory - key responsive business processesSkeletal Processes Circulatory ProcessesExample:• Estimating• Planning• Receiving• Inventory• Picking• Production/Kitting• ReconciliationExample:• Safety• People• Information Technology• Quality• Engineered Solutions • FinancialAd-hoc undened Processes hurt our ability to Grow Our People and Serve Our Customer. If we put good People into bad Processes, we will lose them.Current StateFuture State8
By viewing our Processes in this holistic manner, we can be cognitive of the ripple eect of each decision both upstream and downstream as none of our processes stand alone. In the same manner we must take care of our entire body to be healthy, we must take care of all our processes for our service business to be healthy.Successful Processes adhere to four critically aligned steps:• Service Planning – Planning and allocating the right level of resources required to deliver the service outlined in the Engineered Service Solution.• Service Delivery - Eciently and eectively delivering on the Service Plan.• Quality and Safety Audits – Continually monitoring and ensuring the highest level of performance.• GSD – Getting Stu Done – Continually performing incremental course corrections to align to what has been targeted.The disciplined use of these four steps delivers our promise to our customers, providing the highest level of service performance, in the safest manner possible. Process guarantees our service delivery is consistent, providing our customers with predictable performance and high quality at the lowest cost possible. In Process, our collective energy is focused on the elimination of waste. Waste dilutes our prots, preventing us from re-investing in our future through upgraded technology, facilities, people training, equipment, and materials. 9 Table of Contents
Service PlanningPlanning and allocating the right level of resources required to deliver the services as outlined by our Customer’s requirements. Service Planning is not just an activity undertaken by our business operations; it is a disciplined approach undertaken by everyone at Crescent. Crescent’s ability to deliver service excellence is reliant on every group within Crescent working in concert with each other. Planning by its denition is a method of how things need to proceed in the future and develop contingency plans as needed. Planning is forward thinking, a means to communicate the path forward to being successful. By default, each of Crescent’s seven groups are required to be active planners:• Sales and Marketing• Customer Requirements• Customer Demands• Anticipate customer needs• Business Operations• Customer Demands• Production Schedules• Inventory Requirements• Finance• Cash Flow• Capital• Margin Requirements• People• STAR• Communication• Alignment 10
• Quality and Safety • Audits• Compliance• Proactive mentality • Engineering• Set Up• Start Up• On-Going• IT• Eective Software Solutions/Upgrades• Ecient Infrastructure/Connectivity• Crescent Intelligence Platform (CIP)These are just a fraction of the many activities to which each group must dedicate time to establish a plan clearly communicating their path forward. In the Purpose section of the Crescent Way, we discussed the role of the Crescent Strategic Toolbox. The Crescent Strategic Toolbox is used by Crescent’s leadership team to develop a strategic plan for the entire business. Using that strategic plan as our compass, under Service Planning we assign leadership to planning the many services which comprise our business.Four Step Service Planning ModelOur Business Operations have the responsibility to stay 100% aligned with the needs of our customer as misalignment leads to chaos and a potential loss of business. Our Shared Services Group has the same responsibility to stay aligned with business operational needs and the needs of all the other support groups as misalignment leads to reduced service excellence and threatens our long-term business potential. Our Shared Services group removes barriers which impede each business, site, shift, BusinessFinancePeopleQualityEngineeringI.T.Service PlanningOperationsCustomer RequirementsCustomer s DemandS a l e s11 Table of Contents
production line and person from achieving optimal performance. Their purpose is to integrate and align all Crescent’s processes to engineer a continuous improvement service culture which relentlessly searches for a better Crescent Way to deliver our services to our Key Customers. They pave the way to our future by being innovative and planning to bring Crescent the best-established practices in our industries.Service Planning follows four steps:1. Customer Demand – We need to fully understand the customers’ requirements and ultimately our customers demand both immediate and long term. 2. Capacity – Service Planning cannot be successful if we do not understand our capacity, the availability of our resources to meet Customer demand.3. Schedule – Service Planning requires the creation of a schedule - a clear outline of what must happen and by when.4. Communication – Plans must be communicated to each, and every stakeholder connected to the service.All four of the Service Planning steps occur multiple times and at varying altitudes throughout our business day, week, month, quarter, and year. Planning begins long term and is then ne-tuned down to the shift and activity level for each team or person. Customer DemandOur customers’ demands are symptomatic of their requirements. Every customer at Crescent, whether external or internal, has requirements, needs that must be met for them to operate. In this step of service planning, we need to understand the type of product or service required, the amount or volume, the date of delivery and 1.2.3.4.12
some level of priority. If the delivery is reliant upon other suppliers, notication, and validation of their ability to meet the demand is necessary as well. At Crescent we strive for advanced visibility, we need to know our customers’ requirements to improve our capacity to ll those requirements.The closer we operate as a turnkey service provider, owning all aspects of the process, the better our ability to improve and control our capacity. CapacityUnderstating or overstating our capacity is foundational to failure. The diligent use of our Value Stream Mapping process as discussed in Purpose is key to being able to understand our capacity. Advanced visibility is the second ingredient to successfully improving our capacity. Our capacity is based on having trained people to deliver on the need, the required materials, access to the necessary products, and the necessary equipment. Reliable inventory controls are critical to understanding and enhancing our capacity, allowing us to better service our Customers. It is also prudent to set our capacity target to 70% to allow us to operate with a level of exibility internally to oset unforeseen circumstances such as weather, absenteeism, equipment failure and so on.ScheduleThe Demand and Capacity are translated into a schedule, a denitive timeline which clearly outlines what will be done by when. A schedule denes the necessary number of People, what specic tasks need to be done, the date they are required and the priority of those tasks and activities. The schedule also provides checks and balances DemandType Volume Date Priority Capacity Schedule CommunicationPeople Material Product EquipmentPeople Tasks Date PriorityRequirements Expectations Engagement Work-Load1.2.3.4.Continue to refine the schedule based on actual capability to produce.13 Table of Contents
on whether we can or cannot meet the demand due to our capacity. Often a schedule is uid, it considers certain contingencies where People or equipment may need to move around due to unforeseen circumstances such as a lack of materials (capability to produce), illness, changes in priorities by the customer or equipment downtime. Scheduling is demanding, requiring a high degree of focus so we can prepare our People for what needs to be done and by when.CommunicationCommunication is the critical link to engage our People of what is required to meet the customer’s demand, what is expected from each person, the required level of engagement and an opportunity to balance the workload. Team, shift, project, and group meetings along with visual aids are used to ensure we are communicating to all the stakeholders associated with meeting the commitment made to our customer. Communication becomes critical as more People are required to deliver on the schedule. Communication is a process used to inform, provide knowledge, obtain buy-in, listen to concerns and potentially alter the schedule to enhance our ability to succeed. 14
Excellence in Service PlanningTo optimize Service Planning it’s vital the team is engaged throughout the process. The key elements of a successful process are:• Proactively communicate to ensure alignment• Analysis of open capacity• Establish realistic targets• Identify the people requirements for a workable schedule• Develop contingency plans/business continuity plans• Reconnect with customers to validate the critical deliverables• Adjust the plan if necessaryAt Crescent we are in the service business; we must optimize our People by placing them into roles which add value and aligned to meet our Customer’s requirements. Accurate Service Planning is step one to fully optimizing all our resources including our People, to ensure our long-term viability.We will consider ourselves competent when we have:• Hit all due dates and attainment goals• Achieve Process Accuracy Goals• Communicated plan vs actual status• Retained our TalentCurrent StateFuture StateSOP's ELD's Win's15 Table of Contents
Service DeliveryEciently and eectively delivering on the Service Plan.Our work at Crescent is delivering services to our Key Customers. Once the service has been outlined by the Engineered Service Solution and we have completed Service Planning, we need to deliver on the service on time and right the rst time. In Service Delivery we strive for excellence, which is not a destination, but rather an exciting journey where we strive to get better and better each time through our continuous improvement service culture. We understand service is a series of valued actions, where one action leads to another and another in a continuum to meet our customers’ need to improve as a result of services we provide. Service Delivery is the crucial point in the Crescent Way that determines if we will succeed or fail. It is at this point we execute the Service Plan as previously outlined. Any missteps or shortcuts taken during the previous steps outlined under Service Planning will show up in Service Delivery. In Service Delivery, we deliver on the Key Standards by optimizing our resources and measuring our progress along the way. To proceed into the Service Delivery process, we must have built a solid foundation: • Right Plan – A solid service plan and schedule.• Right Engagement – Our customer and management team must be aligned and committed to deliver the desired expectations and priorities.• Right Capability – We must have the appropriate level of competency among the team and infrastructure to meet the desired expectations.At Crescent we do not produce a product, rather we convert our customer’s product according to their specications to meet the unique needs of their customers. Due to this product conversion, our Service Delivery follows many of the characteristics often associated with manufacturing, in particular the process of understanding the customer and properly designing the service to create excellence. Right PlanRight EngagementRight Capability16
Organizations operate at dierent levels and dierent altitudes. At this altitude of Service Delivery, we are entering into the microlevel where standards for each task need to be clearly outlined. We discussed earlier how the Value Steam Map aligns our process, here in Service Delivery we align our standard work.The Crescent Way is based on a systemic method of thinking, integrating processes, engaging people, problem solving and optimizing standard work to add ever increasing value to our customer’s product. The Crescent Way sets us apart from the competition through excellent Service Delivery. Our biggest threat to outstanding long term Service Delivery is complacency; we must be a dynamic company that continuously addresses the needs and wants of our customers.Service PlanPrioritizeReadinessExecuteAssessGaps-ResolvedGaps-FoundpDCA1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3.Service PlanPrioritizeReadinessExecuteAssessGaps-ResolvedGaps-FoundpDCA1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3.17 Table of Contents
The Service Delivery model is designed to combat complacency in its design as a living system. It’s a dynamic system modeled to continually adapt and change our operating standards as the needs of our customer change. To accomplish this goal our Service Delivery model follows ve steps, each reliant upon the other.1. Prioritize2. Conrm3. Readiness4. Execute5. AssessThe opposite of a living system is a stagnant system. A stagnant system does not embrace continuous improvement and in a very short period becomes obsolete and no longer capable of meeting our customers’ changing demands. The ve-step approach adopted by the Crescent Way in the Delivery of our Service ensures this does not happen.PrioritizeIn step 1 of the Service Delivery model, we communicate the plan to those responsible for its execution and quickly gain a clear understanding of any gaps or barriers which may impede a successful execution. The clarication and removal of all gaps and barriers allows us to prioritize our Service Delivery Plan. During step 1 the measures associated with a successful execution are clearly identied and communicated.ConrmIn step 2 we conrm the transfer of knowledge and assign roles and responsibilities. We verify each person understands their role and measurement of success. In step 2 it is critical to validate each person’s understanding of what must be done.18
ReadinessIn step 3 supervisors and leads review their operating conditions verifying the ability of their people, equipment, and setup in the successful execution of the planned service. In step 3 it is critical to identify and quickly address if there is a lack of knowledge, material, training or other which could impede execution. ExecuteIn step 4 we are reliant upon how well we performed in steps 1-3. The better we perform the better we are positioned to execute. Even with this level of preparation, the execution step faces many smaller obstacles which require minor planning adjustments to oset for things which can go wrong and require corrections:• A safety mishap• Non-compliant material• Equipment failure• People issuesAll of these and many more require Crescent’s leaders to develop contingency plans to provide alternative solutions to deliver a successful execution.AssessIn step 5 we look at the facts and we manage to those facts. In steps 1and 2 we establish and communicate the leading performance indicators and measures, in step 5 we assess our performance against those measures and seek out our opportunities for improvement and correction. At Crescent we believe that problem solving is superior to People blaming each other. Problem solving allows us to stay a step ahead of our customers and several steps ahead of our competition. We use problem solving to anticipate and oset obstacles. In step 5 it is critical for us to assess and recognize the team’s performance and problem-solving skills. Respecting our People ExecutepDCA19 Table of Contents
means challenging them to stretch, embracing and coaching problem solving, drives our People to new levels of service excellence.Our ability at Crescent to provide excellence in Service Delivery is directly related to how well we engage our People. Communication to our People is key, and the use of Visual Management tools designed to inform our People on the status of our operations is mandatory to support/inform/drive their level of engagement and motivation. At Crescent we have found it benecial to distinguish between process improvements at the macro level and micro level. At the macro level, our focus is across the entire business involving many members of management to correct and improve. At the micro level outlined in our Service Delivery model our focus is on the individual standard work associated with each service and the hundreds of People performing those standards. At Crescent our Customers rely upon our ability to deliver the highest level of quality. We could not accomplish this goal without standard work, which drives our focus on each minute, task, standard and operating procedure. 7 Step PSDM Model Problem-Solving Decision-Making Assemble the Right TeamDefine the Problem???????Determine the Root Causewhy-why-why-why-whyDevelop SolutionsApply Critical Decision Making PrinciplesImplement the SolutionEvaluate the Outcome1.2.3.4.5.6.7.We've found an issue!20
Quality and Safety AuditAssessing and monitoring to ensure the highest level of performance.The complexity, depth, level of detail and risk associated with the services we provide to our customers requires us to diligently focus on our Quality and Safety processes and to audit the performance of those processes. At Crescent we realize we cannot bounce back from being branded as a low quality or unsafe service provider. “We want organizations to be adaptive, exible, self-renewing, resilient, learning, intelligent — attributes found only in living systems. The tension of our times is that we want our organizations to behave as living systems, but we only know how to treat them as machines.” Margaret J. WheatleyFinding Our Way: Leadership for an Uncertain Time At Crescent we fully realize that our customers are People and those who work for us are People. This simple fact allows us to think of Quality and Safety as living processes versus mechanical, check-the-box processes. Living processes which happen to touch every aspect of our business such as:✓The email we send✓The onboarding processes.✓The production line we set up.✓The equipment we purchase.✓The products we convert.✓The standards we adhere to.✓The attire we provide our People.✓The observations we make.✓The person we hire.✓The words we use.✓The facility we design.✓The tools we provide.✓The SOP’s, ELD’s and WIN’s we create.✓The cleanliness of our facilities and oce areas.✓The preventive maintenance we perform✓And so many more pieces.QualitySAFETYPEOPLETSP'SONBOARDING PLANTOOLSEQUIPMENTSOP'SWIN'SCOMMUNICATIONPROCESSESPRODUCTION FLOORPRODUCTSERVICESOBSERVATIONSFACILTYCULTUREAUDITS21 Table of Contents
QualityAccording to our Quality Policy Statement, Crescent’s Service Delivery is aligned with customer needs through quality management, continuous improvement, and regulatory compliance. The Crescent Quality Management System (QMS) documents processes, procedures, and responsibilities to achieve the standard set out by our Quality Policy Statement. Our methods to achieve compliance and minimize and/or eliminate risk to failures, defects and ineciencies are controlled through documented standardized processes connecting our Purpose to the People who perform or manage tasks every day.The QMS includes both Quality Assurance and Quality Control programs which dene standards and methodologies designed and managed to satisfy the customer and regulatory requirements. ✓Quality Assurance (QA) by design is preventative in nature and is critical in Doing it Right the rst time, as we can never inspect in Quality after defects have been manufactured. ✓Quality Control (QC), on the other hand, consists of tests and inspection procedures and activities used to verify that a process or product is safe, eective and in accord to specications. QC is thereby reactive, identifying the failures / defects after they have occurred. Although both QA and QC are necessary, QA in the form of consistent adherence to established standardized processes is key to achieving our goals in delivering First Time Quality. Quality ManualQuality Policy StatementCrescent is the Premier Service Provider in our industry, providing high-performing, results-oriented services aligned with customer needs.This is achieved through quality management, continuous improvement, and compliance to regulatory and food safety initiatives. DO IT RIGHTDO IT SAFEDO IT WELL22
Depending on the services we are providing, Crescent is bound by strict regulatory standards for Quality and Safety which we must meet and comply with, each day.✓Food and Drug Administration – FDA✓Good Manufacturing Practices – cGMP’s (Pharma, Medical Device, Food & Beverage and Cosmetics).✓ISO - AS9120 - Aerospace✓OSHA✓SQF – Safe Quality FoodSafetyThe Quality of our workplace is reliant upon our commitment to Do it Safe, creating a safe environment where all forms of risk are assessed and controlled, and where People’s ideas, opinions, and well-being are respected. At Crescent our rst step is our commitment to Safety, and our second step is for all People to operate safely. Safety operates as both preventive and reactive. Our Safety Assurance by design is preventive in nature seeking out all forms of risk, which could impede the physical safety or psychological safety of our People.• The focus on the safety of our People is paramount to Crescent. • We must build safety into all processes i.e., Training, Production, Engineering, Warehouse and Storage, Forklift Operations, Logistics.• Empowering people by leveraging Safety Sentinels, Daily Observations and encouraging immediate communication when there is a safety concern.• We are all responsible to do our jobs safely and are empowered to call out unsafe acts and conditions!! WE OWN ITOur Doing it Safe Program is designed to meet both requirements of being proactive through Safety Assurance and reactive through our use of Safety Controls. All Crescent People are introduced to Doing it Safe as part of their onboarding process and the expectation of compliance with the program is made clear. Commitment to SafetyProviding a safe environment and supporting our people to reach their highest potential.A safe environment where all forms of risk are assessed and controlled.A safe environment open to new ideas, where our people’s opinions and overall wellbeing count.A diverse environment where everyone ts and can be successful. DO IT RIGHTDO IT SAFEDO IT WELL23 Table of Contents
Four Principles to Quality and Safety AssuranceCrescent strives to be a Premier Service Provider in our Industry by delivering results-oriented services aligned with customer needs and compliant to regulatory requirements. Crescent utilizes four principles to implement Quality and Safety Assurance.✓Design ✓Manage ✓Analyze ✓ImproveDesignTo achieve Quality and Safety Assurance we must design it into our day-to-day operations. We design Quality and Safety Assurance into our processes through the diligent use of standardized work designed to meet or exceed our customers’ expectations.We also establish measures in the form of Key Performance Indicators, designed to set targets for us operate with a preventive culture versus a reactive culture. Our Quality Management System outlines forms and tools designed to minimize risk and improve our ability to be preventive.ManageAt Crescent we adhere to our processes and use of standards. These are key components to successfully cultivate a culture which seeks out potential risk. ELD’s, WIN’s, SOP’s, Leaders Standard Work, Safety Observations, SCARF, Voice of Our People, Targeted Selection Proles, Onboarding Plans and KCEP, are all tools designed for us to create, manage, and maintain a culture dedicated to risk assessment and management.DesignManageAnalyzeImprove24
Our Key Performance Indicators (KPI’s) are designed in layers where the metric for each layer is relevant to the tasks being completed by that person. Our KPI’s roll up layer by layer until nally being presented to the customer to verify our commitment to Quality and Safety. Data is provided by our People in a series of layered reports:✓Daily Shift Reports✓Weekly KPI reports✓Monthly KPI and SLA reports✓Quarterly Reports✓Annual ReportsAnalyzeOur KPI’s act as a barometer to how well we are providing service excellence both to our Customers and to our People. Our ability to analyze our data and provide our teams with information is key for us to be able to continually improve the level of service we provide, identify sources of waste, and eliminate all forms of risk.ImproveTo continually improve we are always Planning, Doing, Learning, and Doing Better on what we nd. The steady use of this cycle keeps Crescent moving forward by learning from what we both Do Right and Do Wrong. We embrace both Right and Wrong as foundational to being an organization dedicated to learning and becoming better.Through the application of Continuous Improvement principles, Crescent can provide ongoing incremental improvements to our products, processes and services, and keep Quality and Safety First on our pathway to become a Premier Service Provider. y t i l a u qS A F E T Y S R E Y A L 25 Table of Contents
✓Plan the activity or the metric to improve upon from our analysis or observations. ✓Do the activity backed up with data to show it is the right place to focus. Implement the change.✓Check and Learn what impact the change made to our operation. Are we better, safer, working with less risk?✓Do Better by updating our standard work to represent the change and train to the change.Repeat the cycle over and over, seeking out new areas for improvement. This relentless pursuit of Quality and Safety Assurance underpins our culture to be preventive and not reactive.26
GSD – Getting Stu DoneContinually performing incremental course corrections to align our actions to our plan.All business today generates a lot of data. Technology has made it possible for us to track a mass number of metrics, which become data points. Every hour, shift, day, week, month, quarter, and year we amass data. The data nds its way into reports which are lled out at all levels, some for internal use and some for external use. The nal step in the Crescent Way Process is something we call GSD, Getting Stu Done. We’ve collected all this data, written all these reports and now what? What do we do with all this information, this knowledge, how do we apply it to optimize our business, our work environment, rendering our workplace safer, more attractive, more ecient, more responsive, and more conducive to engaging our People?This is the value of this nal step of Getting Stu Done. We leverage all this knowledge and use our Crescent Way Mosaic; meaning, we strategically and intentionally look at our business and decide/prioritize what strategic initiatives need to be undertaken to improve the business.Data######################ReportsDaily ShiftWeekly KPIMonthly KPISLAQuarterlyKCEP FunnelMosiacGSDGSDGSDAnnual27 Table of Contents
As we have discussed, our business starts out with a plan to meet the needs of our customers and the needs of our People. Along the way things don’t go according to plan so we make incremental changes to get back on plan. To be truly successful we need to take the time to assess all the data, then apply our knowledge and make decisions which will positively impact our ability to plan better and provide a premier service to our customer.In the chapter Service Delivery, we spoke about how the model is designed to combat complacency because by its very design it is a living system. This nal step, GSD, is critical to making the Crescent Way a living system, by understanding GSD is nothing more than a reex. When things do not go as planned, or we observe a potential improvement, our reex kicks in and we implement a countermeasure; a means to improve. We learn from what we have done, but we want to do better, to become the best. The Crescent Management team will never accomplish the goal of developing the preventive reex, or countermeasure, to Getting Stu Done if we manage and lead from behind our desk, waiting to hear about an issue or problem. Our mindset needs to be one of proactively seeking out the next problem and our greatest potential to being able to view our next problem is to be engaged and hands-on at the oor level, not behind our desks. Just like a re marshal prevents a re by being proactive and a reghter extinguishes res when prevention was ignored or not initiated. Our job as business re marshalls is to seek out the next potential improvement for our business.Being visible on the oor builds on our ability to inuence our business, to provide solid countermeasures, and to Get Stu Done, stu which truly matters. It should make us cringe when we hear our teams reference their roles as “reghting,” another day, another re. Wrong attitude and wrong approach. A re marshal views his day as an opportunity to identify a potential cause for re (risk mitigations) and to recommend a way to avoid it in the future, in other words, to prevent or resolve a potential problem. acceptableBetterBestTime on FloorFocus on potential problemsInfluenceFire FightingPreventive PReventivePredictive PredictiveBuilding Influence28
In Getting Stu Done, we take note of the trends from our reports which produces a pro-active reex in providing a countermeasure, versus a reactive one. Being pro-active deteriorates our chances of becoming complacent. Exercising this pro-active reex stimulates all our People to get actively involved in improving the business by being generous with their ideas and suggestions.Using GEMBA to Build Trust and Increase InitiativeBy being visible on the oor, paying attention to trends, engaging our People in problem solving, assessing risk, and looking for potential areas of improvement we are performing a Gemba Walk. These walks develop and build TRUST. Trust is the great competitive advantage only seen in great cultures. By building trust within all our groups our People begin to step up to the plate viewing the opportunity for improvement as part of their role, and not just the role of their immediate supervisor. Our goal by being reexive is to build motivational drive which resides in each one of us and the initiative we take if we trust our environment.Wha tIf?Imagine a team, or group of People who are obsessed with two simple words: What if? The possibilities for Continuous Improvement become endless, the appetite for our People to be trained on Problem Solving and Decision Making becomes contagious, and the desire to become a stakeholder in both Crescent and their own careers grows exponentially. Time on FloorBuild TrustInitiativeNot my Job!What can you do?What can we do?Building Initiative29 Table of Contents
GSD and the Crescent Way MosaicThe Crescent Way Mosaic is the picture of the current state of our business. The CWMosaic is composed of many smaller elements, which viewed as a whole show us a picture of our business. With an engaged team and solid data analysis, immersed in the Voice of our Customer and the Voice of our People, we can approach the business throughout the year, updating the picture and providing insight on what countermeasures we need to take to Get Stu Done, the right stu.Embedded in the CWMosaic is the need to update the Value Stream Map from current state to future state. This endless cycle of updating the VSM identies bottlenecks, process ow issues requiring our attention and a resolution, helping us to reduce cycle times and deliver continuous improvements to the business.Getting critical stu done takes the form of strategic initiatives - forward thinking projects and ideas submitted by everyone at all levels within Crescent to better our business. We diligently capture and report out on all our strategic initiatives, projects and deliverables using a four-point color code. The owners of each item will grade their progress either, red, yellow, green, or blue.✓Red – Critical. The deliverable is missed and there is signicant, cost, scope, or schedule impact on the getting it done, requiring the intervention outside of the immediate team to bring the deliverable back on track.✓Yellow – At risk or late. The deliverable due date is in the future and at risk of being missed, or the due date is in the past and the deliverable is not yet complete. The deliverable requires a Get to Green Plan (G2GP).✓Green – On track. Deliverable date is in the future and anticipated to be delivered complete, on schedule and on budget.✓Blue – Complete. Used for any deliverable which is done whether the due date is in the past or future.30
We initiate a Get-to-Green Plan when a Yellow or Red deliverable or initiative needs to get back on track. We identify an action and a date by which the action will be complete to keep the initiative, deliverable, or project on track. If the G2GP is accomplished, then the deliverable goes back to green.The diligent use of the Crescent Way Mosaic tool provides our management teams with a forward-thinking focus. We live in a business which is constantly changing, resulting in a strong need to focus on the here and now. As important as the here and now is to our day-to-day operation, we also need to plan for tomorrow, next week, next month and the upcoming quarter if we are to stay viable to both our Customers and our People. The development of the Getting Stu Done reex achieves this goal.In Process we adhere to four critically aligned steps:• Service Planning – Planning and allocating the right level of resources required to deliver the service outlined in the Engineered Service Solution.• Service Delivery - Eciently and eectively delivering on the Service Plan.• Quality and Safety Audits – Continually monitoring and ensuring the highest level of performance.• Getting Stu Done – Continually performing incremental course corrections to align to what has been targeted.Within each one of these steps is a model designed to keep our processes alive and moving in a planned direction. All four steps are critical, and all four models are critical, taking short cuts along the way will not allow us to achieve our collective business goals nor our individual growth goals. All four steps are equally important and no one step is superior to the other; all must work in synergy to deliver Premier Service to our customers.G2GGet to Green31 Table of Contents
DefineServiceEngineered Service SolutionServicePlanningServiceDeliveryQuality and Safety AuditG.S.D.(Get Stuff Done)Select the TeamTrain the TeamRecognize the TeamAssess the TeamCustomer's NeedCrescent's NeedSet Key StandardsCreating an environment where People can work to their natural best.32
ProductivityQualityCustomer ValueFinancialSafetyPeopleDo it SafeCreating a safe environmentwhere all forms of risk areassessed and controlled, andwhere People’s ideas, opinionsand well-being are respected.Do it RightDoing what is right for our customers,doing what is right for our companyand doing what is right for our People.Do it WellOptimizing all our resources to efciently and effectively perform all tasks well.Our VisionCrescent is a Community focused ongrowing our People to provide a pathforward for our Key Customers,strengthening their competitiveadvantage.Our Values9817 Crescent Park DrWest Chester, OH 45069513-759-7000info@crescentpark.comcrescentpark.comOur Key Performance IndicatorsA Playbook to enable our People to deliver on our customers’ and company’s true needsPROCESS PLAYBOOK