The Challenge
In 2021, the auto dealership industry of Lenawee County, Michigan, had an initial need for at least a dozen entry-level technicians who were state certified in mechanical work. They also predicted a need for an additional eight to 10 annually for the next five years. Without them, auto dealerships consistently encountered operational bottlenecks and other inefficiencies. Entry-level workers could handle only basic tasks, forcing master mechanics to pause advanced work to cover mid-level repairs. This strain was compounded by an aging workforce, with many master mechanics nearing retirement.
The Solution
In response to this pressing need for skilled labor, Lenawee Now partnered with the Align Center for Workforce Development, five auto dealerships, and the Lenawee Intermediate School District (LISD) TECH Center to form an auto dealership industry-led collaborative. It adopted the U.S. Chamber of Commerce Foundation’s TPM® framework, which provided the group with a structured process to diagnose the problem.
Unable to attract new talent, dealerships turned to upskilling existing workers. Through their work in the collaborative, they discovered that they had many entry-level workers who had failed to pass the State of Michigan’s certification tests in mechanical work. Auto dealers value these certifications because they demonstrate that employees have the skills needed to advance as technicians and eventually become master mechanics. With no nearby test prep options, the collaborative launched classes at the LISD TECH Center. The TECH Center was a key partner because it offers career and technical education (CTE) to high school students and adults, and most of its CTE programs lead to industry-recognized credentials.
In Fall 2022, the auto dealership collaborative launched test prep classes for a cohort of 11 entry-level technicians. Over a period of two years, they took four sequential classes at the TECH Center: brakes, steering and suspension, electrical, and engine performance. Every class was six weeks long, conducted weekly, and in the evenings. Trainees had homework five days a week and accessed it by phone. Every class concluded with a certificate test. Learners had to pass each test before progressing to the next class. As they passed one test after another, they expanded the range of work they were qualified to do as technicians. Their ability to do more highly skilled work increased their earning potential.
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31
By April 2025, the number of entry-level workers who became technicians
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60
The total number of certifications those workers earned
Success So Far
Since inception, the collaborative has launched four cohorts of trainees. Auto dealerships have quickly observed the impact of the collaborative’s test prep classes. All 11 technicians in the first cohort completed the classes and earned their brakes, steering, and suspension state-mandated certificates in mechanical work. They are on track to become master mechanics.
Building on its success, the collaborative launched a second cohort in 2023, and in the 2024–2025 school year, held additional prep classes for the electrical and engine performance certifications.
By April 2025, 31 entry-level workers advanced to technician roles, collectively earning 60 certifications. Twenty workers completed all four certification tests. The training pipeline continues to be filled, as 10 technicians are currently enrolled in the training program.
Employers report that the collaborative’s test-prep classes have successfully filled their need for skilled technicians. Almost all the 31 trainees remain employed with their employers, who fully covered their training costs. Employers are enjoying higher retention rates while employees have increased their earnings and earning potential. “I greatly appreciate the collaborative and all the work we have accomplished,” states Brandon Bailey, service manager at Clift Buick GMC. “It has had a direct positive impact on our retention of key technical positions that otherwise would not have been qualified to move up in our organization. The compensation for the technicians increases by about a dollar per hour for each certification earned.”
Best Practices
Amy Hinkley, supervisor of placement services and adult learning services at LISD TECH Center, attributes much of the collaborative’s success to the TPM model. “TPM starts at the point where the problem needs to be fixed and then lets you customize your approach based on employers’ and students’ needs,” said Hinkley. “We knew that we needed to make our classes as accessible as possible, and TPM gave us that flexibility.”
The collaborative has found the following measures to be instrumental to the program’s success:
- Holding classes in the evening, so technicians can continue working.
- Scheduling classes once a week, to support consistent attendance.
- Designing six-week courses, that makes goals achievable.
- Providing mobile-accessible homework, for learners without computers.
- Collaborating with the Secretary of State’s office to proctor exams at the TECH Center, ensuring a supportive environment.
The Auto Dealership Industry-Led Collaborative will be convening again in the fall of 2025 to determine the current training schedule and discuss if there are additional unmet needs that can be addressed through the TPM process.
Reflecting on the program, Lenawee Now Consultant and TPM Fellow Jack Townsley concludes: “Employers now have the technicians they need, and workers are no longer stuck in menial jobs. They have opportunities to advance their careers and earn life-sustaining wages.”
