Automotive Supplier Tier 1 (2)
Tier 1 automotive supplier experiences dramatic reduction in turnover after partnering with Tooling U-SME
“Tooling U-SME has been there as a counselor and advocate starting with our first conversation.”

- Global Training Manager
Challenge
  • Developing a workforce after having doubled global footprint over five years
  • Employing learning and development as a strategy instead of one-time fulfillment of a non-tangible need
  • Needing an employee development system based on seniority which was not qualification-based
  • Attracting and recruiting higherskilled workers
  • Reducing high fluctuation high fluctuation rate of around 28% annually and a cost of about $2,000 per employee to recruit, hire, train and terminate those employees
  • Onboarding employees appropriately to help avoid costly revolving door
  • Missing succession plan for operations roles
  • Providing workforce training without having to shut down production line
  • Raising low worker morale
  • Creating an arbitrary pay system in which all new hires receive the same hourly wage
Solution
  • Received counseling advocacy, skill and competency mapping, placement testing and troubleshooting from Tooling U-SME
  • Brought learning and development topics to the managers’ circle to gain support
  • Introduced a three-year training plan and strategy that’s now being realized, with the final phase being implemented with Tooling U-SME
  • Assessed all machine operators and engaged them in learning specific to their levels
  • Developed higher-level programs and different modules for incumbent workers
  • Defined job roles and the level of skills necessary for each job role
  • Provided employees with the knowledge and abilities to practice and master various skills
  • Created progressive skills and a performance-pay-based system
  • Developed blended learning system consisting of online, instructor-led and external training
  • Onboarding employees appropriately to help avoid costly revolving door
  • Missing succession plan for operations roles
  • Providing workforce training without having to shut down production line
  • Raising low worker morale
  • Creating an arbitrary pay system in which all new hires receive the same hourly wage
Results
  • Achieved 19% reduction in turnover
  • Evaluated and placed workers where they belong in performancepay- based system
  • Employees developed their own study groups
  • Employees continued to learn based on training they’ve completed