SAMUEL S. MAXWELL

Division of the Parker Aerospace Group
9 Direct and 2 Indirect Report with locations in Irvine, CA; Dublin, GA and repair operation in Salt Lake City, Utah.

Responsible for all functional elements of organization (Sales, Marketing, Supply Chain, Engineering, IT, HR, Finance, Quality, Operations) from setting strategies for Global growth to operational execution. With $500M in global annual sales, and employing over 800 team members, the multiple facility Division is a Global leader in flight control actuation systems.

Significant operational turnaround focus in Dublin, GA operation that produces EHSV for commercial and military aircraft OEMs resulting in production increases of >180% in the first year.

Supported operational improvements in Utah repair operation that resulted in +250% increase in revenue between June 2023 and March 2024.

Increased Divisional revenue by 7% and +10% in divisional earnings in the first twelve months.

Reporting to the Worldwide Group President of Instrumentation Group
7 Direct and 2 Indirect Report with locations in Richmond, CA, Tucson AZ, and Business Unit in South Korea.

Responsible for all functional elements of organization (Sales, Marketing, Supply Chain, Engineering, IT, HR, Finance, Quality, Operations) from setting strategies for Global growth to operational execution. With over $220M in global annual sales, and employing over 300 team members, the multiple facility Division is a Global leader in ultra-high purity gas and fluid handling
technologies serving the Semiconductor Market.

Significant Initiatives:

• Behavior-based safety and risk reduction initiatives focused on high participation of team members and resulted in record breaking safety performance, including full operation during Covid-19 pandemic without any internal transmissions or customer impact.

• Led restructuring and alignment of management team that simplified organization.
• Communication and engagement improvements to drive best in class employee engagement scores.
• Worked with team to implement and improved and structured talent development processes Developed and implemented simplified market growth strategies that resulted in over 50% revenue growth from 2019 to 2023.

• Narrowed market focus and implemented Global channel and product growth strategies in Semicon market enabling share gains in period of high growth Developed and implemented customer experience model paired with delivery and lead time improvements, significantly increased "Likelihood To Recommend" scores Led initiatives to increase profitability by more than 600% through cost reduction efforts and market strategies between 2019 to 2023.

• Regular cadence of Lean kaizens focused on Net Manufacturing Margin and SG&A improvements.
• Implemented Product Market Teams to simplify and align product portfolio with accountability for Growth and Profitability of portfolio.

Reporting to the Worldwide Group President of Motion Systems Group
6 Direct and 2 Indirect Reports with locations in Rockford, IL and Santa Fe Springs, CA

Responsible for all aspects of business (Sales, Marketing, Supply Chain, Engineering, IT, HR, Finance, Quality, Operations), from setting strategic direction and operational execution for multiple North American locations. The Division is a Global leader in hydraulic accumulator and cooling technologies, employing 120 team members with $60M in annual sales.

Implemented targeted organizational structure initiatives to drive cultural change

• Behavior based safety and safety risk reduction initiatives
• Structure and cadence for talent development
• Improvements in employee engagement through high performance team deployment

Successful development and implementation of growth strategies resulting in 12% sales growth
between 2016 and 2018.

• Development of growth strategies including development of remanufacturing business supporting the mobile markets and wind energy market

• Strengthened relationships with key OEM customers through proactive engagement in quality strategies
• Deployment of cooler growth strategies through distribution channel
• Led internal initiative to align Global accumulator and cooler divisions to leverage engineering, marketing, sales and supply chain successes Robust management of financial performance resulting in 18% growth in earnings between 2016 and 2018.

• Led implementation of improvements to the Sales and Operational Planning Process
• Targeted pricing actions to improve margins and shift sales to core products
• Worked with a cross functional team to implement factory automation for paint and label automation.

• Worked with subcontractor to develop next level "Factory of the Future" automation project.

Reporting to the Worldwide Group President of Fluid Connectors Group
3 Direct and 18 Indirect Reports

Responsible for establishing manufacturing and continuous improvement strategy for global
organization, including 80 facilities in 19 countries and over $3B in annual sales

Global Lean and Manufacturing driving significant metric improvements:

• Safety - Lost workday rate reduction of 20%
• Inventory - Days' supply of inventory reduction of 27%
• Productivity - Sales per employee increase of 32% and Wage per Sale reduced by 7%

Global leader of Quality - development and leadership in quality systems management and process improvements that resulted in:

• Reductions in RPPM from over 970 to less than 300 RPPM level in 5 years

Led development and deployment of Global standards to address opportunities in Safety, Quality,
Customer Service, Productivity, and Inventory:

• Order entry and shipping standards that significantly reduced errors being created
• Hose assembly standards and 2P activity to create a "zero defect" concept through automation and error-proofing

• Standard on pull systems to stabilize customer service and inventory performance

• Led development and deployment of cross organizational standard work in supply chain and quality teams

Responsible for management of the automation and advanced manufacturing development division, including engineering and manufacturing teams:

• Led deployment of automation technologies that increased hose manufacturing output by 3x prior technologies and development and deployment of technologies that reduced hose assembly times by over 50% at near zero-defect levels Provided operational and lean leadership in development of Greenfield Plant located in Shenyang, China in 2012:

• Worked with the China and US team to develop lean material and information flow site plan into new 400,000 sq ft (215,000 sq ft of manufacturing space) facility. 

• Worked closely with Chinese team to ensure robust processes followed in qualification and startup. 

Provided leadership and direction to teams in Korea, Germany, Poland, India and the United States, successfully developing Parker lean model plants and delivering organizational best practices that provided strategic alignment and improved operational effectiveness

Reporting to the Worldwide Group President of Fluid Connectors Group
11 Indirect Reports

• Responsible for leading the implementation of Parker Lean Systems in Climate and Industrial Controls Group worldwide, 30+ facilities in 12 countries and over $1.1B in annual sales

• Significant metric improvements: Sales per employee increased 17.4% Facilitated numerous business kaizen events:

o Led a profitability improvement event in Korea business unit, resulting in 3% improvement in return on sales
o Initiatives to improve divisional quality systems - customer complaint kaizen event resulted in 63% reduction in lead time
o Introduced motion kaizen events - typical event improved cycle times by 30% and improved ergonomics

Reporting to the Vice President of Operations for Climate and Industrial Controls Group
7 Direct and 1 Indirect Reports with one location in Portland, ME

• Assignment as Interim General Manager of a $40M gerotor gear manufacturing business
• Provided leadership through Great Recession, successfully navigating organization through restructuring in incredibly traumatic economic environment

• Reduced monthly breakeven from $4.4M to $3.0M in six months
• Significant metric improvements: RPPM was reduced by 37% and lost the workday rate reduced by 75%

• Led team in clarification of divisional vision and implemented organizational design actions to align the team for successful implementation

Reporting to Global Director of Lean and Quality for the Fluid Connectors Group
11 Indirect Reports

• Responsible for lean and quality systems deployment for North American organization, including 25 facilities and over $1B in annual sales

• Key member of Lean team that defined structure and organization for Parker Lean System
• Organized, authored, planned, and rolled-out Parker's Lean Boot Camp II training. Later key member of team that developed follow-up Lean Boot Camp III training

• Worked with Operations Vice Presidents, General Managers to develop divisional continuous improvement strategies for their businesses

• Provided training, mentoring and talent development opportunities to key leaders
• Designed a Visual Basic program that automates the process of developing standard work documents which helped facilitate and accelerate implementation of standard work worldwide and part of the team that produced Parker PFEP database solution.

GENERAL SUPERVISOR

• Responsibilities included daily operations of a high-volume manufacturing area with over 400 hourly and salaried employees while meeting budget targets. Supervision of salaried and hourly direct reports, including a UAW workforce

• Leader and General Supervisor of production area highlighted by Rick Harris and James Womack during the launch of Shingo Award winning book, Making Material Flow

• Part of plant leadership team that won the Shingo Prize for manufacturing excellence in 2003-04 - Led teams in two production departments (Audio Mainboards and Sheet Metal Fabrication) that transformed areas into models for workplace organization, flow, and lean manufacturing with union workforces

MASTERS OF BUSINESS ADMINISTRATION

2012 TO 2014 Indiana University - Kelley School of Business Bloomington, IN

BACHELOR OF GENERAL STUDIES
1999 TO 2001 Indiana University Kokomo Kokomo, Indiana