Today, the privately-held Uncas jewelry company located in the heart of Providence's Italian district is celebrating its 85th birthday. At a time when the future of manufacturing in this country is uncertain Uncas' path is guided by the voices of those who came to the U.S. looking for a chance to build their own future.
It began with Vincent Sorrentino, an Italian immigrant who couldn't find a dependable job in his adopted homeland. Sorrentino was so filled with awe and admiration for the Mohegan leader named Uncas that he founded his new company in his name.
His goal was to build a company with hard work and appreciation for the employees who stood by him. That the relationship was a good one was demonstration in 1928, 11 years after Uncas was founded, when the company moved to its current location on Atwells Avenue, in the heart of the Federal Hill district.
Sorrentino later recalled that day: "My associate, Mr. (Paul) Lindau, asked me to go out into the factory. ÔWe have a small strike on our hands,' he said. Though I didn't believe him, I entered the factory. There I saw 300 or so people ... They cheered me as I entered and warmed me with their smiles. Was I surprised? To be frank with you, I was struck cold from head to foot. Mr. Lindau made the presentation speech, escorted me near a velvet-draped wall and asked me to draw the velvet. I uncovered a beautiful increased iron tablet. I was overcome with joy at the splendid sentiments of my employees ..."
Recently, Sorrentino's son, Stanley, handed over the leadership of the company to John Corsini, the first non-family member to hold that title. Stanley Sorrentino remains as chairman of the board. Michael Britto is secretary.
But those original values remain. "We are a growth company that provides a safe working environment and a good quality of life to its employees," says Corsini. "We have people who have been with us over 60 years. This week we honor 15 employees who have been here 25 years."
Corsini himself has been with the company 30 years. "I have three children in the company now," he says. "That's my commitment."
Today, the work ethic that allowed Uncas to survive while other jewelry companies struggle continues. "You hear people say, "The work ethic isn't what it used to be,'" says Tom Conti, vice president of operations. "Or, "People used to work hard.' But I was hearing that when I first came here 20 years ago. I say the people here are as unique today as ever .... tremendously loyal and dedicated and good at what they do. That's why we've been so stable."
All together Uncas manufactures between 2,000 and 5,000 products.
One of the company's biggest customers is the Walt Disney company. Uncas supplies Disney with Mickey and Minnie Mouse and Donald Duck pins and other jewelry for sale in Disney stores throughout the United States, Japan and Europe.
Other customers include Wal-Mart, mail order company Cedar Corp., direct-sellers Lady Remington and Premier Designs, and department store giants J.C. Penney, Sears and Montgomery-Ward, and TV shopping networks VIC and Home Shopping Network.
The reason that Uncas is surviving while others companies are struggling is that Uncas has a broad diversification of products and manufacturing processes, says Corsini. Its 235 employees can take a single product from initial design through final shipping to customers throughout the world.
Yet, the challenges remain. "It's no secret why others are having problems," says Corsini. "We have the same problems. The question is: How do you adjust to the changes in the market?"
The answer for Uncas is to move to a cellular approach to manufacturing. Customers today are filing smaller orders and demanding quicker turnaround time. This means, instead of the old assembly line approach in which each person does one task repeatedly, a cell of employees works together to make an entire product.
Instead of a product like a ring traveling several miles from station to station, and waiting long periods between stations, in cellular manufacturing the ring may only travel a few hundred feet with no interruptions.
"Cells allow you to deal in smaller quantities," says Corsini. "The throughput time is two days instead of two weeks."
The change to cellular is not an easy one. "We work hard at it," says Corsini. "This is a transitional period that is difficult for managers and employees alike. We are making new demands of them, but the changes we are putting in ensure that we'll be here for the 21st century." Uncas has won distinction as one of Rhode Island's Prime 50 companies. It is moving up the Providence Business News' list of fastest growing companies in the state, going from 12th to 9th in the past year.
"Most people find it difficult to make goods anymore in the U.S. and are instead becoming distributors," says Corsini. "But we want to remain a world-class manufacturer -- producing products competitively with just-in-time delivery.
If only the walls of the factory could speak, they would tell tales of friendships, careers, mates matched for marriage, lessons learned, parties, holidays, hurricanes ... as generations passed through, and handed down their tools ... and they would tell of a successful company, founded by an Italian immigrant on the strength and wisdom of an admired Mohegan leader.