Crescent Performance

At Crescent our natural impulse is to Get Stuff Done! Our operating norms provide guidance on how we work together, how we behave as a team and how we behave as one. Crescent’s Quality Systems are built on a foundation of Executive Leadership committed to operational excellence through continuous improvement. Our approach combines the elements of Lean Sigma (reducing waste), Sustainability (reducing consumption) and 6 Sigma (reducing defects) to achieve Operational Excellence. Our program is led by our Director of Quality & Process Improvement and includes certified Black Belt Quality Managers for our Contract Packaging and Logistics Operations.

Crescent Operating Norms

I think and act: customer, company, and my team in that order.

I clearly realize that without a customer I don’t have a company, and without a company I don’t have a team.

I do the right thing at the right time, every time.

I clearly realize it’s my responsibility to take action and do what I know to be right.

I am very responsive to my customer and team.

I clearly realize it’s my responsibility to take timely action and do what I know to be right as I expect other to do with me.

I treat everyone with honesty and respect.

I clearly realize I must be honest and respectful of all people I work with day-to-day.

I challenge, learn, and grow daily.

I clearly realize it is my responsibility to continually improve my skills and capabilities.

I would rather try and fail, than not try at all.

I clearly realize doing nothing is not the right answer, so I try and do something with what I know. If I fail, I admit it, learn from it, and move on.

I celebrate success as a team.

I clearly realize the importance of being a part of a team at all times.

At Crescent we understand the importance of gathering data. We also understand the importance of turning date into information, but most importantly we understand the need to take action in a timely manner and not fall into analysis paralysis.