24-hour service In 2012, Crane Building Services & Utilities implemented changes at its Viking Johnson facility in Hitchin, England to fully link the product value stream, which manufactures pipe connections, repair products and flow control solutions for the water and wastewater industry. As a result, lead times, product availability and flexibility have vastly improved, and the Company can now respond to customers quickly in emergency situations, such as pipeline bursts. The Viking Johnson Fast Track service has already been tested by two large water main bursts, for which we provided new couplings within 24 hours (opposite). 100% on-time delivery Two years ago, Crane Aerospace won a supply contract for the Landing Gear Control & Interface Unit for the Airbus A320, replacing the incumbent supplier with a superior strategic solution—a product with lower cost, lower weight and higher reliability. Between 2010 and 2012, making good use of Crane Business System tools, Crane Aerospace improved all of its core customer metrics, including achieving 100 percent on-time delivery for Airbus in 2012. This metric is especially important to Airbus as it ramps up production of the A320 single-aisle aircraft to accommodate a ship rate of over 40 planes per month. Implementing CBS Crane Fluid Handling’s valve production facility in Ningjin, China, began implementing the Crane Business System in 2008 following its conversion from a joint venture to a Company-owned operation. Since that time, it has held over 85 Kaizens, approximately two per month since 2008, to improve everything from workflow to inventory reduction to productivity. As a result, quality has been improved dramatically, inventory has been reduced by more than 90 percent, on-time delivery has increased from 64 to 96 percent and output per employee has almost doubled. Breakthrough results With margins under pressure from weak market conditions, Crane Merchandising Systems —Vending Solutions has focused on productivity. All productivity projects identified through brainstorming, various improvement Kaizens and other methods are placed in a “funnel” to be prioritized based on a number of factors, including financial impact and ease of implementation. A Kaizen roadmap is used to plan and track progress, while Crane Business System tools are used to achieve breakthrough results. In the last two years, improvements from productivity projects have saved over $10 million. Productivity improvements Crane Composites has been faced with reduced market demand, increased raw material costs and competitive pressures from excess capacity in its industry. In 2012, it established a team to offset these factors by improving productivity in the engineering, sales and administration areas, using the same ideation and tracking that had proved useful in the operating arena. The team’s efforts resulted in productivity improvements that are expected to help improve profits in 2013. 15 $101 million