Geoff Lefeber

MM Medical Device CM / 325 Employees / 5 Facilities / Fabrication, Powder Coating, Mechanical and Electrical Assembly Processes

• Responsible for operational leadership and all strategic deployment initiatives across 3 facilities for 260 combined manufacturing and office support associates involving 11 direct reports from manufacturing management, scheduling, process engineering, maintenance, quality, logistics, and continuous improvement
• Accountable to Chief Executive Officer and Beeken Petty O’ Keefe Private Equity Board of Directors (BOD) for safety, shipments, on time delivery, quality, gross margin, and annual cost savings
• Member of executive team that won 2023 Wisconsin Bizz Times Media Future 50 award winner as 2nd fastest growing manufacturer in Wisconsin
• Member of executive team that was awarded 2022 Supplier of the Year by Laerdal Medical and 2023 Supplier of the Year by Centerline Biomedical
• Member of 2021 strategic acquisition team that led MPE through 2 strategic acquisitions resulting in a 46% total compound annual growth rate (CAGR) and a doubling of total EBITDA (earnings) over 2.5 years
• Led 2019 Milwaukee plant vision, capacity models, and return on investment plan to BOD resulting in a $7MM capital expenditure approval to meet 4-year company enterprise value and exit plan strategy
• Delivered a 2022 and 2023 Milwaukee plant medical device on-time delivery average of 94% through implementation of assembly flow line conveyors, CNC automation, intracompany level loading, and kanban pull systems on repeat products
• Delivered a 2022 and 2023 3rd party logistics same day shipment on time delivery average of 98% by implementing off shift staffing, first in first out inventory management, and a lean warehousing layout to increase picking efficiency
• Presented 2023 plant capacity planning models to BOD recommending a 300,000 SF $7.5MM manufacturing facility to meet 2025 forecasts and beyond
• Led 2023 Milwaukee facility cost savings initiatives resulting in reduction of labor cost from 10.2% to 8.5% of sales year over year ($1.3MM in annual savings)
• Led 2023 assembly leader standard work and zero changeover project involving implementation of assembly line set up maps and daily raw material kitting pulls which resulted in a 7% increase in assembly efficiency over 6 months
• Led 2023 quality improvement initiatives across all departments resulting in engineering support “star alignment” system, associate certified inspector training, weekly fabrication team quality circles, and a pilot production build procedure
• Led 2022 Racine plant capacity expansion plans resulting in 25% year over year growth upon first year of acquisition while maintaining a 91% on time delivery average with lead times of 7 business days or less
• Led 2021 intracompany work transfer processes and 2022 human resource handbook policy integration between Racine and Milwaukee plants
• Led 2021 implementation of Milwaukee GPS school to work program classroom at Milwaukee facility resulting in 10 high school students taking high school classes and working in production after school each day
• Achieved 2021 employee satisfaction survey score of 2.1 out of 3 total points (3 being highest) after Covid-19 pandemic with 73% survey engagement among all employees

• Responsible for day to day leadership of manufacturing and office workforce to meet safety, on time, quality, and productivity metrics
• Responsible for day-to-day leadership of manufacturing supervision and office workforce to meet safety, on time, quality, and productivity metrics
• Led 2019 manufacturing and office teams concurrently with sales team to deliver highest annual revenue and EBITDA in 40-year company history
• Member of executive team that led organization through 2019 business sale from Pfingsten Partners, LLC to Beeken Petty O'Keefe Capital Management
• Responsible for overseeing 2019 implementation of electrical assembly clean room to fully populate FDA registered retinal scanning medical device
• Implemented cross functional quality circle teams in addition to Failure Modes and Effects Analysis resulting in a 44% decrease in external defects per million from January 2017 through October 2019
• Led 2018 implementation of lean office cell which resulted in build to print average order lead time reductions from 15 to 12 days and later secured $4.5MM of additional business from 2 customers
• Led 2017 value stream mapping kaizen focused on reducing quote lead times resulting in a 38% reduction from 5 to 3.1 day
• Led turnaround of a blood dialysis product line suffering quality issues by implementing artificial intelligence inspection which maintained $2.5MM in revenue

Medical Device CM - $20MM Revenue / 1 Facility / 115 Employees / Fabrication, Powder coating, and Mechanical assembly processes

• Accountable to company external defective parts per million, supplier defective parts per million, throughput per direct labor hour improvement, and capital expenditure ROI justification
• Responsible for directing work of 8 quality associates, 2 information technology associates, 1 supply chain coordinator, and 5 cell team leads
• Responsible for leading cross functional quality circles and process improvement teams using six sigma DMAIC methodology, process capability studies, design of experiment, process/design failure modes and effects analysis, process auditing, supplier development and lean implementation
• Led organization to 78% reduction in external defects per million (PPM) over the course of 6 years
• Set 2016 company external PPM 12 month average record of 900 defective parts per million
• Led organization through ISO 9001:2008 and ISO 13485:2003 certification
• Led project management and engineering teams through Advanced Product Quality Planning (APQP) kaizen resulting in 500 external PPM among medical device customers

• Accountable to monthly shipment targets, labor budgets, and directing work of 5 cell team scheduling associates
• Lead a cross functional team that implemented a continuous improvement structure consisting of team lead, quality lead, and lean lead for each production cell
• Lead operations team through $750,000 capital equipment outlay to increase capacity for a new medical customer

• Accountable for on time delivery percentages and raw material turns
• Duties included creating day to day master production schedules for 3 shifts, rough cut capacity planning, and adjusted finished good inventory levels in make to order strategy
• Lead development of .NET software coded fully integrated scheduling system which increased on time delivery from 85% to 97% over the course of 2 years

• Accountable for 3rd shift production team’s efficiency and quality performance
• Duties included managing employee performance, work hours, and teaching lean / facilitating kaizen events
• Member of continuous improvement team that lead implementation of a skill-based pay program

• Responsible for conducting ISO 9001:2008 surveillance auditing of 6 small to medium sized manufacturers
• Responsible for consulting ISO certification to 2 small manufacturers

• Responsible for educating Masters in Business Administration (MBA) in supply chain management
• Responsible for instructing students using manufacturing experience and academic materials about role of Operations Manager.
• Facilitated group case study discussions and activities to stimulate student learning.