Jacki Tamayo, Camerota Truck Parts Human Resources Director:
“CONNSTEP learned about our organization, listened to our feedback, and customized the program for us until we had exactly the solution we needed. Thanks to CONNSTEP's combination of expert manufacturing advice and adept People Systems Program, our team is even stronger!"
If businesses are to become world-class organizations, they must invest in their people; in short, employees make the company. No matter how hard some companies try to ignore it, investing in human resources can reap great rewards. When one looks at the trends that highly successful businesses adhere to, employee motivation, retention and training is almost always at the top of the list.
Camerota Truck Parts, with headquarters in Enfield, Connecticut, is an example of the success that comes to businesses that invest in their people. Brothers and co-owners Frank, Steven, Michael and Sal Camerota all have a stake in keeping this truck parts and service business healthy and forward-moving. These owners are committed to taking care of their people and are catapulting that commitment to a whole new level.
As New England’s premier after-market provider of remanufactured truck drivetrain components, parts and service, Camerota Truck Parts employs 130 people and operates five facilities located in Connecticut, Massachusetts, New Hampshire and Maine. The company serves independent repair facilities and truck fleets, including marquee clients such as Edart, United Parcel Service and Waste Management; and stands by its commitment to solving customers’ drivetrain needs.
As Camerota Truck Parts continues to expand their business, they are focusing on continuous improvement initiatives. They recently implemented a Lean Manufacturing program, where aspects of their business were analyzed and improvements were made to eliminate wasteful manufacturing processes. They currently have two Lean cells in operation to improve the output of differentials and transmissions.
Implementing Lean practices prompted management to look at how their employees were responding to the changes and growth of the organization. “It became clear that our staff needed to be re-trained in the same way our processes were being re-engineered, said Human Resources Director Jacki Tamayo. “It wasn’t a matter of starting from the beginning. It was more about moving to a new level of productivity.”
When Camerota Truck Parts decided to direct their continuous improvement initiative towards human resources, they looked to CONNSTEP for guidance. While executives reviewed several consultants, CONNSTEP was chosen to implement a People Systems program because, according to Tamayo, they offered a keen knowledge of HR issues combined with an extensive, exclusive focus on manufacturing. “At no time could an employee claim that the consultant didn’t understand the process or what it is like to operate in a manufacturing environment,” said Tamayo.
CONNSTEP began the program by working with Camerota Truck Parts executives, including the four brothers and other top management. “Top level management had to start with the right focus in order to effectively strengthen the lower levels,” Tamayo said. People Systems Specialist Cheryl MacKinney counseled executives on issues such as communications skills, conflict management and team building, resulting in a refreshed and refocused management team that could tackle HR and change issues head-on.
Next, the company’s first-ever employee survey was distributed to all 130 employees. Workers, from delivery to production to sales, provided anonymous feedback regarding what they perceived to be the company’s strengths and weaknesses. To ensure confidentiality, surveys were returned to CONNSTEP’s Rocky Hill location. Results were carefully tabulated, analyzed and presented to executives with a list of recommendations. MacKinney met with executives to review the recommendations and ways to implement them for immediate benefits.
MacKinney then counseled Camerota Truck Parts supervisors on ways to change and improve. “This wasn’t just training, it was a tough program; one that involved taking a hard look at one’s individual actions and holding themselves accountable for their behavior,” said Tamayo. A total of twelve supervisors participated in the program. “The supervisors were all very grateful that the company invested so much time and money into their personal skills development,” said Tamayo.
One of the biggest benefits of CONNSTEP’s People Systems Program, according to Tamayo, is that supervisors are now equipped with the skills to motivate and manager their teams appropriately when conflict arises. Supervisors who previously would defer leadership and conflict situations to upper management are now stepping up on their own. Managers now feel confident that their supervisors are holding effective meetings, leading their teams and applying the correct procedures, now armed with the necessary skills to do so. Lean initiatives are now much easier to permanently implement with employees’ improved ability to change.
MacKinney noticed improvements in Camerota Truck Parts’ employees right away. “It was obvious from the beginning that the management team was committed to continuous improvement. The owners do not accept anything but the best from everyone in the organization and are willing to provide training at all levels in order to achieve success, which was evident throughout their People Systems training,” said MacKinney.
“CONNSTEP successfully tuned into Camerota Truck Parts’ culture and customized a program that effectively met our needs,” said Tamayo. “This was not an off-the-shelf solution. MacKinney learned about our organization, listened to our feedback, and tweaked the program for us until we had exactly the solution we needed.” Tamayo added that CONNSTEP’s combination of expert manufacturing advice, keen HR skills and competitive consulting fees was something other consultants couldn’t offer.
Tamayo said the improved morale and increased camaraderie are obvious when she walks the shop floor. Having worked at CTP for more than 10 years, she’s been able to clearly see the improvements that are taking place. “It’s always been a great place to work. Now it’s even better!”