Transportation & Logistics International 2018 - Volume 7, Issue - 35

TRUCKING & FREIGHTING
Making Improvements
Sonzala joined CIMC-IE in March 2016
after gaining extensive experience in
the heavy-duty trucking industry from
the past 34 years. "Being the new CEO, I
basically treated it like a start-up company," he says.
CIMC-IE was doing well, but there
was room for improvement. "In the first
54 days, we revamped the entire web
site," he says, noting that it is now one
of the leading websites in the trucking
industry. "People say, 'You've got very
user-friendly information.' The site's
visit rates are off the charts."
The company also used to suffer from
problems with absent employees and
lateness. Although CIMC-IE provided a
positive work environment, "in California, the traffic jams and everything
else can cause you to be late for work,"
Sonzala explains.
The firm then changed its attendance
plan so employees have the opportunity to earn bonuses if they have perfect
attendance. "All they have to do is follow
the Corporate Handbook rules and regulations for attendance and they get $100
after taxes, plus they get one personal
time-off day per person, and they get a
luncheon at the beginning of the next
quarter," he states.
Forty-three percent of employees in
South Gate recently achieved perfect
attendance, and 84 percent did the same
in Emporia. "After a year, you could
earn $400 after taxes, and four vacation
days," Sonzala says. In addition, they get
a $200 bonus for yearly perfect attendance. It's a program that works for both
the company and employees.
CIMC-IE also implemented its "6 to
60" initiative, where it plans to double
its current production rate to 60,000
chassis within three years. Part of
the process involved the company's
employees filling out a questionnaire to
offer suggestions.

// CIMC-IE has bridged the gap between its U.S.
and Chinese operations with its Manufacturing
Beneficial Associates Program.

"When we launched this program,
there was a little bit of hesitation," Sonzala recalls. "Once they grasped the fact
that they had a hand in forming the next
36 months of the company, [they realized]
what a great project this is for the gelling
together of everyone in the company."
The team has become so close that
the company formed a soccer team
in the Industrial Hispanic League of
California. "They play every Sunday," he
says. "Sorry to say, we're not leading the
league, but we're playing as well as can
be expected for guys working 11-hour
days and eight hours on Saturday during
our summer peak."
Bridging the Gap
Quality is an important focus for
CIMC-IE. The manufacturing portion
is performed at the company's factory

in China. "They do very good quality
assurance and quality control," Sonzala
says. "Our assembly plants and finishing
plants are in the United States and we
do 100 percent quality inspections."
CIMC-IE has bridged the gap between
the two, despite the geographic distance
and differences in culture and language.
This has been managed through its
Manufacturing Beneficial Associates
Program (MBA).
"What we did was bring over quality
assurance, engineering, purchasing and
customer service people from China,"
he explains. "They come in here, they
work three months, and return to Shenzhen and another crew comes in and
works three months. We call the 'MBA'
programs offices in South Gate 'Our
Space Station,' because the crew will
always be changing."
VOLUME 7, ISSUE 1 TLIMAGAZINE.COM

35


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Table of Contents for the Digital Edition of Transportation & Logistics International 2018 - Volume 7, Issue

Table Of Contents
Transportation & Logistics International 2018 - Volume 7, Issue - Cover1
Transportation & Logistics International 2018 - Volume 7, Issue - Cover2
Transportation & Logistics International 2018 - Volume 7, Issue - 1
Transportation & Logistics International 2018 - Volume 7, Issue - Table Of Contents
Transportation & Logistics International 2018 - Volume 7, Issue - 3
Transportation & Logistics International 2018 - Volume 7, Issue - 4
Transportation & Logistics International 2018 - Volume 7, Issue - 5
Transportation & Logistics International 2018 - Volume 7, Issue - 6
Transportation & Logistics International 2018 - Volume 7, Issue - 7
Transportation & Logistics International 2018 - Volume 7, Issue - 8
Transportation & Logistics International 2018 - Volume 7, Issue - 9
Transportation & Logistics International 2018 - Volume 7, Issue - 10
Transportation & Logistics International 2018 - Volume 7, Issue - 11
Transportation & Logistics International 2018 - Volume 7, Issue - 12
Transportation & Logistics International 2018 - Volume 7, Issue - 13
Transportation & Logistics International 2018 - Volume 7, Issue - 14
Transportation & Logistics International 2018 - Volume 7, Issue - 15
Transportation & Logistics International 2018 - Volume 7, Issue - 16
Transportation & Logistics International 2018 - Volume 7, Issue - 17
Transportation & Logistics International 2018 - Volume 7, Issue - 18
Transportation & Logistics International 2018 - Volume 7, Issue - 19
Transportation & Logistics International 2018 - Volume 7, Issue - 20
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Transportation & Logistics International 2018 - Volume 7, Issue - 22
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Transportation & Logistics International 2018 - Volume 7, Issue - 30
Transportation & Logistics International 2018 - Volume 7, Issue - 31
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Transportation & Logistics International 2018 - Volume 7, Issue - 33
Transportation & Logistics International 2018 - Volume 7, Issue - 34
Transportation & Logistics International 2018 - Volume 7, Issue - 35
Transportation & Logistics International 2018 - Volume 7, Issue - 36
Transportation & Logistics International 2018 - Volume 7, Issue - 37
Transportation & Logistics International 2018 - Volume 7, Issue - 38
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Transportation & Logistics International 2018 - Volume 7, Issue - 63
Transportation & Logistics International 2018 - Volume 7, Issue - 64
Transportation & Logistics International 2018 - Volume 7, Issue - Cover3
Transportation & Logistics International 2018 - Volume 7, Issue - Cover4
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