CWS

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by: Michael McGuire

Most people cringe when they hear the word “audit.”

But if you ask the people at the Community Work Shop in Norwich, audits aren’t so bad.

“We’re getting one or two a month,” said Timothy Knotter, CWS vice president of sales and marketing. “That’s a good thing.”

How is that a good thing? Because the audits Knotter is referring to are on-site reviews conducted by prospective and current customers making sure CWS meets a certain criteria of standards and practices before they’ll sign a contract to do business. In that sense, each audit is an indicator of a potential account. That essentially means the more audits there are, the better. Especially with a track record like CWS’.

“These audits open the door to more customers,” Knotter said, adding that they are essential components to landing accounts in the pharmaceutical industry. “And we’ve never not passed an audit.”

CWS continues to live up to the state’s standards as well, Vice President of Rehabilitation Michael Cerra said, that make sure it is providing quality housing and working environments for the 150-developmentally disabled “clients” employed there.

“Those audits are routine. They’re mandatory to keep our operating licenses,” said Cerra. “But they also validate what we are purposefully trying to do – provide the best quality services we say we will. That’s our aim; that’s our goal.”

CWS is mainly a contract packager for other companies. They also help customers, known as “vendors,” conceptualize and engineer product designs. As Account Executive Jason Lasicki points out, the book of business CWS can and does handle is diverse.

“It ranges from the pet industry to pharmaceuticals,” said Lasicki. “We have a diverse range of products we’ve expanded to.”

In terms of growth, in the last two years the company has added 27 new accounts. That’s a marked improvement from six in 2005. Already in 2008, it has locked in 8 more customers, with no signs of slowing down. The increase is a direct result of the certifications the company has earned in the last few years, Knotter said.

“We have to keep changing our business practices to match customer’s requirements,” he said. “As a result, our business model is always changing. But that’s also allowed us to add a lot more things to the fire, and given us more new and great opportunities to expand.”

In 2007 CWS was certified Kosher, re-certified by the Industrial Standards Organization – a top-honor that’s been a boon for the company, McHale said – and, most recently, certified organic by the Food and Drug Administration.

The move to organic was a major part of CWS’ new focus on being a “green” business.

“Being green is a big deal to us and our customers,” said chapter President John McHale. “That certification is something we’re proud of.”

Lasicki said in today’s social and economic climate, offering more organic and green services is not just a smart business move, but a responsibility.

“We are in an earth-friendly market,” he said. “But we have a responsibility to factor in people’s health and health of environment as well.”

For the health of some of their own elderly clients who can no longer work, Cerra said in June the company opened six-person residence home on Country Club Road. In 2008, it plans to open another on East River Road a half-mile south of Polkville Hill.

“This was a way to plan for our clients’ future,” said Cerra.

For CWS’ regular employees, the company is expecting to add jobs and a second shift soon to accommodate the increase in work volume. What’s helped it get ready for the push has been a complete overhaul of the company’s manufacturing operation, Lasicki said. He credits manager Eric Moore with making operations “leaner” and more efficient.

“It was basically a complete elimination of waste,” said Lasicki. “From our processes on the floor to inventory, we’ve taken a more focused approach to everything we do. That’s really put us in the position we are to succeed.”

With a downturn in the economy expected, Knotter said one of CWS’ biggest challenges will be defining the line between good and bad business relationships.

“More companies are trying to stretch their dollar to get more with less from us,” Knotter said, explaining that CWS will have to work hard at protecting their own interests in those relationships, and in some cases become more “rigid.”

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