Greg Crane Email & Phone Number

Salt Lake City, Ut, Us

Logan, Utah, United States

I was brought on to double manufacturing capacity in response to a new government initiative. Currently working through several multiyear projects to expand capacity and improve customer response metrics by hiring and retaining top project management talent, improving communication, and streamlining project management processes.☐ Maintaining investment levels ($350M budget) in the face of 30% inflation during COVID-19 by optimizing costs, trading off project scope, while maintaining capacity output deliverables.☐ Implemented visual project management (VPM) master schedule including monthly/quarterly updates to create transparency for key executives around vital government project.☐ Preserving safety recordables 15% below construction industry standards by immersing team in OSHA 10-frame, implementing industry best practices, and implementing daily management across construction sub-contractors.☐ Collecting and building large capital project management “playbook” by hosting workshops and capturing best practices across multiple bioprocessing business units.

Logan, Utah, United States

I was approached by the Dean of Engineering and asked to design and teach curriculum for a project management course and a graduate capstone course developing skills necessary to thrive in the industry.☐ Instructor overall evaluation +7% higher rating than discipline average☐ Nominated to the Industry Advisory Board, providing feedback to Dean on preparation of students to contribute to industry needs.

Logan, Utah

I was hired to manage complex daily operations of 36-person global engineering team responsible for upstream pharmaceuticals. I created a cohesive culture in a multicultural context while delivering key productivity and financial results.☐ Decreased downtime by 20%, leading to 20% increase in product output and improved customer satisfaction.☐ Managed $18M annually in Capex investments while maintaining project execution 94% on time and on budget.☐ Introduced new “site master planning” concept across cell culture and single use business units to better optimize rapid growth of bioprocessing demand.☐ Developed new business models to diversify cell culture product portfolio including cell therapy and single use technology business units, insourcing $20M of spend without increasing manufacturing footprint.☐ Facilitated cross-functional leadership by leveraging touchpoints and metric tracking, empowering accountability, and collaboration.

Logan Utah

I was selected to oversee integration process and protect value of 80% segment of a $1B acquisition. I led 14 team members in most effective integration in the history of GE Healthcare, earning the Integration Excellence Award in response.☐ Generated 14% annual increase in revenue, beating deal model, by minimizing disruption of integration process. ☐ Created framework for integration activities, including key leadership meetings, 56 transitional service agreements (100% on time and on budget), workstreams, and pulse meetings to reduce project risk.☐ Coordinated spend of $12M in projects to transfer work to GEHC sites, completed 100% on time and on budget.☐ Transferred IT infrastructure to new Oracle platform, minimizing disruption and empowering financial visibility to business unit.☐ Leveraged interpersonal acumen and network to bridge gaps, create credibility, and protect best practices.

Waukesha, Wi

I led optimization of supply chain operations, overseeing restructuring activities and productivity improvements. I partnered with new product introduction teams to ensure effectiveness of high-level assembly designs and provide buy/make guidance.☐ Streamlined and automated team functions through tactics such as an annual product growth playbook, supply chain template, financial forecasting template, and say/do tracking for transfers and restructures.☐ Owned Detection and Guided Solutions (DGS) modality, including “make vs. buy,” “make where,” “in country for country” global footprint strategy, and competitive intelligence process—facilitating data-driven discussions.☐ Sought one-on-one mentorship from CFO to grow professionally and enhance transparency around financial impact of supply chain scenarios.

Wauwatosa Wi

I was selected to implement a new quality system for sales and service teams, leading a 9-person team to execute tactical deliverables.☐ Launched Quality Management System (QMS) into 32 culturally diverse countries in less than 10 months.☐ Drove 55% reduction in aging and late metrics by creating and facilitating corrective and preventative actions (CAPA) review board and corresponding bi-weekly meetings.☐ Centralized regional quality assurance and regulatory affairs (QARA) information and consolidated/harmonized procedures in document library, standardizing and communicating expectations.☐ Completed ISO rationalization analysis in regions implementing both 13485 and 9001.

Milwaukee Wi

I acted as liaison between service device engineering teams and global field service engineering community, creating tight feedback loop between laboratories and field. I navigated language barriers in technical discussions among team members and with dissatisfied customers.☐ Reduced software service calls from 36% to 4% of team activities by championing strategy allowing tech team to troubleshoot remotely, saving $4.1M in labor costs in the first year while increasing customer satisfaction.☐ Decreased OSHA incidence rate of service team by 65% by analyzing injuries and educating team on procedures.☐ Reduced volume of mandatory recalls by 18% by seeking customer feedback on products in early milestones

Louisvlle Ky

I was one of three manufacturing experts selected to explore new ways to manufacture and improve outdated paradigms. Our team presented monthly updates to the VP/Supply Chain Officer directly, who let the initiative. We tackled aggressive challenges across all product types (Wet products, cooking, and refrigeration), touching all 12 manufacturing sites.☐ Developed new refrigerator door manufacturing process that eliminated the need for painting/finishing process and opened up a new market of colors made in single piece flow.☐ Pioneered efforts to introduce laser cutting and CNC folding/bending technology for our high end stainless steel monogram products. The product cost out activity was the single largest cost out in GE appliances that year, opening the door for strategic insourcing of metal fabricated parts.☐ Coupled robotic application for late point identification of refrigerator inner liners to produce a mixed model sequence that would be just in time, eliminating batch manufacturing.

Celaya Mexico

I led the metal and plastic fabrications system for new $280M refrigerator plant site in Mexico. My role was to specify, purchase, install and qualify the entire fabrication systems—oversight of approximately $50M of manufacturing equipment. The role required a global GME (Global Mobility Expat) assignment in Mexico for approximately 2 years until site was on line and in full production.☐ Managed engineering staff that was split with English- and Spanish- (Mexican nationals) speaking individuals.☐ Oversaw purchase of equipment, 80% of which was purchased in Europe, involving multiple language barriers and cultural issues to bridge while overseeing technical aspects/deadlines.☐ Coordinated large site start-up which included 1,500 hourly team members making 2000 refrigerators per day.☐ Met government-mandated timeline connected to minimum energy efficiency levels, avoiding project delays that would have led to an inability to sell product. ☐ Team delivered on commitments and met nonnegotiable deadline.

Lafayette, Ga

I managed tooling department in metal fabrication department inside Roper range cooking products site. I led a team of 27 tool makers over three shifts, supporting production of 8000 ovens per day. Annualized budget for tooling was just under $8M.☐ Reduced in-process inventory by installing quick die change systems. Reduced change over time from 6.5 hours to 5 minutes and moved to running parts in daily quantities instead of multiple week batch model.☐ Built financial justification to implement robotic pick & place systems and reduce manpower from 400 headcount to less than 100, while improving quality, decreasing EHS injury rates, and reducing inventory.

Lafayette Ga

I led >200 team members through daily production of 4000 cooking appliances/day. GE used this role for their MMP (manufacturing management program) leadership program and rotated me through 4 areas (Testing/packaging, Assembly, Finishing, and fabrication) over the 7-year period as training ground for plant managers.

Mba, Masters Of Business Administration

Manufacturing Engineering