Communications and Transparency – Mayfield “Maximizing” Service

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 The following story was featured on the Maximizer website showing how Mayfield Plastics is using Maximizer to enhance communications and customer service.

The original article in PDF can be found here.

Customer Success Story


Mayfield Plastics is Building Success and Enhancing Service with blog wp content uploads 2013 03 mayfield plastics corporate pdf.pdf


“The payoff with Maximizer has been tremendous, we are benefiting from the solution across our entire business.”


Harrison Greene, Vice President of Growth and Development at Mayfield


Organization Profile


At Mayfield Plastics it’s all about meeting customer expectations. From sales and customer service through to production, design and delivery, the company adheres to the commitment of going the “extra mile” in all aspects of its operations.

Achieving expectations, however has been more than just a company slogan at Mayfield, it’s been a critical strategy that has allowed the company to stay competitive in a tough and crowded manufacturing market. Building strong client relationships and delivering high quality products built to exact requirements, on time and on schedule has been paramount to the growth and success the company has experienced for over three decades.

Since 2006, the company has relied on Maximizer CRM to manage the sales and customer service processes, and to clearly communicate with the production team in order to support Mayfield’s “go the extra mile” strategy.


The Challenge


When it comes to customer service, Mayfield Plastics is always pushing the envelope. With over 10 users dedicated to sales account management, customer service and production management, the company knows that a great customer experience begins the moment someone engages with one of its staff.

As a major national and international manufacturer of customized products to OEMs, ensuring that the exact needs of each client project is met is critical.

“This business is all about quality. Not only do our customers demand quality production, but they also want on-time delivery and outstanding customer service,” said Harrison Greene, Vice President of Growth and Development at Mayfield. “Businesses that buy from us are buying American, and the notion in buying American means you’re getting those simple principles rolled in with each purchase.”

In most cases, projects can range from simple to extremely complex and managing these requirements begins early in the customer engagement lifecycle, oftentimes spanning multiple stakeholders, revisions and changes.


The Solution


The company originally sourced Maximizer for its appointment and scheduling capabilities, however it was when they augmented usage and leveraged the ability to consolidate and intuitively manage customer interactions, activities, emails and notes did they realize that Maximizer was a game-changing solution.

“The customer service team documents every interaction they have with a client in one place which creates one ‘shared truth’ about a customer that is viewable by our entire team,” says Greene. “Maximizer has quickly become an indispensable tool across the entire organization. If anyone within our business has a question about what the customer needs the answer always comes back to – ‘take a look in Maximizer for the answer.’ ”

The concept of a “single version of the truth” has transcended beyond the sales and marketing team, where functional groups such as product design and production now regularly reference customer requirements, notes and contact information directly from Maximizer.

“The payoff has been tremendous, “Greene happily reports. “We are benefiting from the solution across our entire business.”


Key Benefits:

  • Proactive response to customers
  • Streamlined sales process
  • Shared view of client production requirements


  • Sutton, Massachusetts


  • Manufacturing

Customer Success Story




While Maximizer has helped the company achieve its objectives in stringently maintaining customer requirements, it has also positively affected both operational and performance metrics at the company as well.

“Within our sales team there is now a shared visibility into the activities and meetings being held by the entire team,” added Greene. “When out of the office meeting with a customer we can immediately enter anything discussed, complex requirements and other details on the fly. This is a huge benefit when responding to future customer requests.”

Greene also suggests that customer service response rates as well as communication were the most dramatically affected performance indicators; ” Prior to Maximizer, customer service could spend 3 to 4 days just trying to find information in various databases and folders. Now, with Maximizer, response time ranges from immediate to just a few hours,” explained Greene. “This allows us to be fast and proactive in responding. We can also capture the behavioral styles of each prospect to improve customer communication and treat people the way they want to be treated. As a result we have a shared understanding with our customers with it comes to communicating.”

The achievements that Mayfield Plastics has been able to attain is indicative of the value that CRM can deliver to any organization, but not without a little help. The successful implementation of Maximizer was also dependent on the depth of knowledge and experience of Wintec group Inc., a Maximizer Business Partner, who guided the company throughout the process, and continues to support them in training and customizations.

“Working with a partner like Jon Arancio and the team at Wintec has been incredibly beneficial,” added Greene. “They are stellar people and we would not have been successful without them. Wintec is always there whenever we need help.”

Today Mayfield Plastics prides itself as a company facilitating the resurgence of American manufacturing. With Maximizer CRM allowing them to be more competitive in the market and to “go the extra mile” with customers, companies such as Mayfield have made buying American an easy choice.


About Mayfield Plastics


We meet our customer’s expectations by providing thermoformed parts that meet specifications, are shipped on time, and are competitively priced. Our commitment is to go the “extra mile” from design through production of our thermoformed parts and delivery to ensure customers have what they need, when they need it.


“This business is all about quality. Not only do our customers demand quality production, but they also want on-time delivery and outstanding customer service.”


Harrison Greene, Vice President of Growth and Development at Mayfield


Call: 1-800-804-6299








604-601-8000 PH

604-601-8001 FAX


Europe, Middle East


+44 (0) 845 555 99 55 PH

+44 (0) 845 555 99 66 FAX


Australia, New Zealand


+61 (0) 2 9957 2011 PH

+61 (0) 2 9957 2711 FAX




+(852) 2598 2888 PH

+(852) 2598 2000 FAX

© 2012 Maximizer Software Inc. All rights reserved. Maximizer CRM is a registered trademark of Maximizer Software Inc. Other product names may be trademarks of their respective owners.

Mayfield Featured In Worcester Telegram on Training Skilled Employees

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Below is an article from the Friday January 18th edition of the Worcester Telegram. Original article can be found at


Grant to help manufacturing workforce



At Mayfield Plastics in Sutton are, from left, Paul Lynskey, executive director of Blackstone Valley Education Foundation, and Harrison Greene, vice president of growth and development at Mayfield. (T&G Staff/CHRISTINE PETERSON)



The connection we need to make is with the local manufacturers and businesses and define the skills they need.

Harrison Greene, vice president of growth and development at Mayfield Plastics in Sutton, is scared. It’s not that the custom thermoforming manufacturer’s business is down — in fact, it’s held strong through the recession and its workforce of 48 employees has grown 5 percent since last year.But as Mr. Greene looks ahead three or four years, he sees a number of his company’s aging workforce retiring and no one coming up the pipeline to replace them.

It doesn’t require a college degree to make the custom plastic parts Mayfield sells to the medical, aerospace, transportation and electronics industries. Skill training is required, though, for the detailed work with the computers that control manufacturing processes.

Mr. Greene said today’s high school students and their parents have outdated views of manufacturing and shy away from what is a solid and growing sector of the economy.

He is one of a handful of local manufacturers working with the Blackstone Valley Education Foundation on a recent grant from MassDevelopment, through the Central Massachusetts Workforce Investment Board.

The “AMP It Up!” grant will introduce science, technology, engineering and math teachers for Grades 7-12 in 10 Blackstone Valley districts to career options in advanced manufacturing. The goal is to bolster the prospective employee base for these skilled jobs by raising awareness among adults who influence teens’ lives.

The foundation is a nonprofit organization that aims to help schools prepare students for the future workforce.

According to Paul Lynskey, executive director of the Blackstone Valley Education Foundation, the $10,000 grant will include visits to manufacturers by middle and high school teachers and counselors; a local conference to hear from business leaders about employment opportunities in manufacturing and required skills; weeklong summer externships with stipends for teachers and counselors at local manufacturers; and outreach at participating schools to provide information to other faculty, students and families about manufacturing careers.

Mr. Greene said Mayfield Plastics recruits employees through referrals from current workers or classified ads. But it’s hard to get young workers.

“Mom and Dad typically think that manufacturing is working in some grease pit somewhere,” he said. “They think if you don’t go to school and get a bachelor’s degree, you’re nothing. That’s a myth. A degree is not a career.”

Mr. Lynskey said 70 to 80 percent of graduating high school students go on to college. He wants to reach the roughly 30 percent who don’t. Their main options, he said, include retail, service jobs or manufacturing.

“That’s where my competition is. It’s not convincing parents they’re not sending their kid to college,” he said. “The connection we need to make is with the local manufacturers and businesses and define the skills they need.”

Entry-level pay in manufacturing is typically higher than in retail and service sectors, starting at $14 to $18 per hour and moving up to $22 to $25 per hour. A highly skilled position like tool designer pays upward of $50,000 or more, Mr. Greene said. His company also provides health and retirement benefits.

Genie Stack, director of guidance at Douglas High School, said, “I think students don’t know what careers in manufacturing are. There needs to be more education in the types of jobs there.”

Douglas High School offers science technology, drafting and manufacturing classes in which students learn about drawing and computer-aided design, but the courses don’t go very far.

Mrs. Stack said, “The jobs are there, the kids are here, and there’s a disconnect.”

Jeffrey T. Turgeon, executive director of the Central Massachusetts Workforce Investment Board, which oversees the grant regionally, said, “We’re helping bridge that gap between education and careers. Teachers will bring hands-on experiences and the changing nature of manufacturing… to the classroom.”

Mr. Turgeon said that, according to a recent study by the Federal Reserve Bank of Boston, manufacturing is the third-largest employment sector in Central Massachusetts, with more than 11 percent of the workforce. Statewide, 8 percent of the workforce is in manufacturing.

“Manufacturing is an important industry in Massachusetts and particularly in regions of the state that are outside of Boston,” said Nancy L. Snyder, president of Commonwealth Corporation, a quasi-public workforce development organization. “It’s an industry that’s doing a lot of hiring right now.”

Ms. Snyder attributed the industry’s workforce demand to the need to replace retiring workers and a shift to “re-shoring,” a reversal of the off-shoring trend of the past decade. She said businesses are returning to the local labor market because wages in China, where many jobs went, are no longer much lower than in the United States. Add in shipping and energy expenses, and off-shoring doesn’t have such a cost advantage.

Also, she said, firms want to make sure there’s a lot of quality assurance going into the manufactured parts they purchase, which has returned their interest in domestic manufacturers.

Mr. Greene said, “This business is all about quality.”

Not only do his customers demand quality production, but they also want on-time delivery and outstanding customer service.

“Businesses and industries that buy from us are buying American,” Mr. Greene said. “The threat is they won’t be able to continue to buy American because we can’t find skilled labor.”

Ms. Snyder said manufacturing is a good career path for smart students who are not heading to college, who like computers and like to work with their hands.

“The industry itself is very different from the one people picture in their minds,” she said. “It’s very clean, it’s high-tech, and it’s focused on teamwork.”

Ms. Snyder said: “It’s a highly skilled industry, but not one where you need a lot of education based in the classroom. It tends to be hands-on.”

And unlike the old Lucille Ball television comedy in which assembly line workers wrapped pieces of candy on a relentless conveyor belt, modern manufacturing involves diverse technical skills.

“You’re doing a lot of critical thinking and problem-solving on the job,” Ms. Snyder said.

Mr. Greene said high schools and colleges need to move away from focusing largely on “preparing the elite for a classical education.”

He added, “The whole educational system needs to be revamped to provide meaningful education.”

Contact Susan Spencer by email at Follow her on Twitter @SusanSpencerTG.

Custom Plastic Radomes Manufactured to Specification

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Below is our latest  Product News Release


SUTTON, MA–(Marketwire – Sep 27, 2012) –  Mayfield Plastics, Inc. has introduced their capability for producing custom fabricated plastic radomes that provide a lightweight and durable solution for protecting antennas and electronics for RV, motorhome, marine, and commercial and military aircraft and ground-based applications.Custom Plastic Radomes

Mayfield Custom Plastic Radomes are weatherproof and they conceal antennas and other electronic equipment, protecting them from the elements and reducing air drag. Custom thermoformed from a selection of plastics that will not interfere with signal transmission, these lightweight domes can be manufactured to OEM specifications in spherical, geodesic, planar, and other shapes.

Constructed in sizes from 18″ x 18″ up to 46″ x 46″ in 0.250″ to 0.387″ thicknesses, Mayfield Custom Plastic Radomes can be thermoformed from ABS, ABS 776/752, ABEX 700 and other materials and equipped with sealing rings, structural reinforcements, and fasteners. They can be coated with UV stabilizers and paints in custom colors and printed per OEM requirements.

Mayfield Custom Plastic Radomes are priced according to OEM design requirements. Price quotations are available upon request.

About Mayfield Plastics

Founded in 1972, Mayfield Plastics Inc. specializes in thermoforming, vacuum forming, and pressure forming custom parts for major OEMs in the medical, electronics, telecommunications, consumer equipment, marine, materials handling, military, and many other industries. They routinely produce high quality pressure and vacuum formed parts ranging from small medical equipment covers, bezels, panels, components, and enclosures to plastic radomes and large parts up to 72″ x 90″ x 30″ in size.

Mayfield Plastics operates from their 60,000 sq. ft. state-of-the-art engineering and manufacturing facility in Sutton, Massachusetts and the firm is committed to providing thermoformed parts that meet or exceed customer specifications, are competitively priced, and shipped on time.



Mayfield Plastics Breaks the Mold

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The following article appeared in the Worcester Business Journal.

Click here for the original article.


Plastics Breaks The Mold;

Adopts Lean
Manufacturing With Profitable Results


Sutton-based Mayfield Plastics is in the midst of

a transformation. It’s ramping up its sales efforts,

customer service and lean manufacturing. And

with an 7.5-percent increase in growth this past year —

despite a sluggish economy — efforts are paying off for

Mayfield and its customers.

“We have almost a half-century of plastic manufacturing

wisdom coupled with cutting-edge processes and

technology that is fueling our growth,” said Harrison

Greene, vice president of growth and development,

Mayfield Plastics. He says this long-standing family

business is building on its trusted reputation while

keeping pace with the latest in manufacturing.

The company serves medical manufacturers and

electronics industries across the U.S., providing things

like plastic panels, equipment covers for CAT scan

machines and enclosures.. And clients in a range of

various industries also rely on Mayfield’s radomes for

protection and durability for things like military

yachts and RVs.

The sculptured look of custom-made thermoformed

parts yields a fully designed shape at a much lower

cost than injection-molded pieces — which can carry

expensive tooling costs for the customer. It’s also a

better option over sheet metal in terms of cost and

weight. Thermoforming and twin-sheet forming plastic

manufacturing processes provide the details of injection

molding more efficiently, for much less.

Sound Leadership

Ron Cross, company president, is committed to

an aggressive growth and development plan and is

enabling everyone here to be better tomorrow than we

are today,” said Greene. He calls the company energized

and enthusiastic, a leader in manufacturing custommade

plastic parts.

“Mayfield has reinvented itself during the past year,”

said Greene. “Our focus has been on sales, customer

service and lean manufacturing. We’ve hired a new

operations manager and a quality assurance manager,”

he said. The company’s also expanded its one-person

customer service team to three, hiring on more sales

representatives to ensure each client’s needs are met

quickly and accurately.

The 2005 relocation from a 25,000-square-foot

building in Worcester to a 60,000-square-foot facility

in Sutton was another way Mayfield Plastics worked to

make itself a better thermoforming industry supplier.

Operations that are all together in one place make for

better efficiency, quality and ultimately better pricing,

said Greene.

The additional space allowed for new, state-of-theart

machines that allow Mayfield to perform pressure,

vacuum and twin-sheet forming with the very latest

features such as automation controls and heating

systems, keeping the firm positioned with one foot

firmly in the future of plastic manufacturing.

Ahead Of The Pack

In addition to supplying various thermoforming

plastic products in a modern facility, Mayfield also

provides another level of control over the quality of

its items that many thermoforming companies don’t:

It makes its own molds. This benefits customers as

delivery schedules are minimized while quality control

is maximized.

This combination of strong leadership, advanced

growth, a bigger team and more efficient facility is

paying off for Mayfield and its customers. Successful

profits are “the result of changes made by adopting

lean manufacturing methods coupled with our quest

for incomparable quality and customer service,” said

Greene. Most importantly, he said, Mayfield continues

to excel due to its team. “The success of any enterprise

fueled by talented people and that key is to recruit and

empower talented people,” he said. “We have done that

and will continue to do so.”



Engineers and Designers Are Often Conflicted About…

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We often hear that designers and engineers find themselves in a quagmire trying to decide how to find inexpensive tooling for low volume part production.   They have researched the injection molding process and find the high cost of tooling does not amortize well with low volume runs.

Thermoforming is often the solution because the cost of tooling is about one third the cost of injection molding tooling.  Since the engineer wants to produce a lower volume of parts, thermoforming tooling savings pays off even though per part price might be higher than injection molding.

So, if you are an engineer or designer and are wondeirng how to solve that problem, you might give thermoforming a second look like so many medical device manufacturers, aerospace companies, and transportation companies have  when they need quality parts with an elegant look produced at a price they can afford.