Manufacturing Technology, Inc., (MTI) is a world leader in friction welding. The company designs and builds bespoke friction welding machines for a wide range of industries from astrospace, aerospace, and defense to automotive and consumer products. The fact that each machine designed and built is unique means that a machine builder at MTI needs an extremely wide range of skills, and a structured apprenticeship is a valuable way to help develop the necessary skills.

No stranger to apprenticeships, MTI has collaborated with partners in the past to set up apprenticeships in manufacturing services and production that were geared toward high school students. While these experiences were successful, MariClare Osborn, Vice President of Human Resources, describes the current program developed through the Regional Apprenticeship Program, as “the most polished and effective one yet.” She says that it is “providing a springboard to success” for their current apprentice, Broc Boniface.

In 2020, MTI sought to help future-proof the business by hiring a machine builder to take the place of experienced builders who were retiring. While they were not specifically seeking an apprentice, they were alert to the possibilities and the unique partnership opportunities available to them through the Regional Apprenticeship Program.

When Boniface interviewed for the job, his enthusiasm, natural talent, willingness to learn, and genuine love for the work made him a perfect fit for the apprenticeship program. Osborn says, “The work that MTI does, making custom machines, is in a very specialized field. Rather than hiring for specific skill sets, we look for willingness and aptitude—qualities that can’t be taught—and then work to teach the rest.”

From Boniface’s perspective, he had been seeking a job that matched his interests. Having some familiarity with electronics and machine design, he immediately recognized the value of the opportunity being presented and accepted both the job and the four-year apprenticeship commitment.

MTI emphasizes clear communication and upfront planning as fundamental principles of the organization. Those same standards applied as they prepared a detailed plan for the apprenticeship training program. Rather than an “hours only” format, they designed a program that would be structured to include a demonstrated competency component to ensure mastery of learning at each stage. To accomplish this and ensure that all the right courses would be coordinated with the competencies laid out in the program, MTI worked with Ivy Tech’s Concierge Service. Osborn says that MTI had it all planned and outlined before they hit the “go button” and from there, “Broc’s done all the work.”

Boniface’s work week was like that of any other full-time employee but with the addition of evening courses at Ivy Tech twice a week—a load which he felt was “not too much to handle.”

The pattern of classroom education followed the next day by an opportunity for hands-on application at work was perfect for Boniface. As questions came up in the classroom, he could turn to his mentor, Joe Bikowski, Manufacturing & Supply Chain Manager, or seasoned builders at work for real-life clarification. Describing himself as a visual and hands-on learner, Boniface feels that

“the most rewarding aspect of the program was the hands-on training that solidified his understanding of how things need to be done.”

What makes the program different, says Bikowski, is that through his commitment to both classroom learning and hands-on work, Boniface has an investment in his success. “This is not just a job; he’s building a career. The company is a community that supports him and cheers him on to greater success.” Not only the entire build team, but also the manufacturing team, engineering, and human resources have been involved in his apprenticeship training.

The mentoring process was straightforward and smooth. Bikowski and Boniface met every four to six weeks to evaluate progress, checking to see if Broc’s skills mastery was on schedule or where adjustments needed to be made. Bikowski’s broad range of leadership responsibilities extend far beyond mentorship to include participation in developing organizational and business strategies along with overseeing the procurement, build, and shipment of friction welding machines. He notes that the “time investment was minimal in comparison to the results,” requiring no more time, and probably less, to oversee Broc’s apprenticeship than would be needed to work with any other new employee.

Bikowski points out that Boniface’s “apprenticeship and skills acquisition progressed even faster than expected.” As he completes this four-year apprenticeship, Bikowski says, “Broc’s skill set is already at a level that meets or even exceeds that of some seasoned builders. That’s half or less than the time it would take someone to develop those skills through on-the-job training alone.”

Acquiring those skills through on-the-job training alone would take about eight years, largely because the skill sets involved with each project vary widely. To depend on on-the-job training alone would mean that skills used on one job might not be needed again or revisited for another year. The Regional Apprenticeship Program, powered by the LIFT Initiative, allows for more rapid and systematic skills development; Boniface has acquired and mastered a comprehensive body of skills in four years and is ready to take on projects of his own for MTI.

To put that timing comparison in perspective, in the context of today’s turnover rates, many—or most—new hires stay at a job for less than ten years. When it takes eight years to be fully contributing, that means that many new workers leave before they reach that point. That’s a hard position for employers in any industry.

In contrast, because of Boniface’s accelerated skills development resulting from the Regional Apprenticeship program, MTI has been able to meet business needs faster. And because of the working and training relationship developed with him, they have secured deep roots with an individual who sees his role with MTI as more than a job.

The apprenticeship experience has been so rewarding for Boniface that as his Mechanical Build Technician / Electrician apprenticeship draws to a close, he is already moving forward with additional education. He is currently enrolled at Ivy Tech and working toward an associate’s degree in industrial mechanical technology. His progress and increased skills have also been rewarded financially; over the four years of his apprenticeship, Boniface has seen his compensation rise by thirty percent.

Boniface’s advice to others considering an opportunity to enter into an apprenticeship program is “Do it. It can only help you. It improves you and your career, so you can do higher and better things. I’d do it again in a heartbeat.”

MTI is equally enthusiastic. Osborn says the company could not be more pleased, “the experience with the Regional Apprenticeship Program has taken apprenticeship to new heights of success at MTI.” Osborn adds that while MTI is eager to have Boniface stay, it’s important to note that the apprenticeship program was designed in accordance with the Department of Workforce Development and the Department of Labor guidelines. She adds that, “while the program was tailored to MTI’s specific requirements and needs, the foundational tools, experiences, and skills that Broc gained through the program are fully transferable” to work for other employers and other industries.

For other employers considering participation, Bikowski advises that upfront planning is critical. “The more you plan and set up for what you’re looking for, the better you can tailor it to your needs and make sure that nothing gets missed while still building a broad skill set.” Osborn recommends that employers take advantage of the resources and partnerships through LIFT and the South Bend – Elkhart Regional Partnership. These partnerships pointed the way to format the training, order the courses, and find the best ways to get through the educational programs. Trying to handle the task on their own without Regional Partnership would have been burdensome and would have taken much longer to accomplish, she says. “The Regional Partnership and the LIFT Initiative made the process almost effortless.” Osborn describes it as “a wonderful partnership that we look forward to continuing.”

MTI’s commitment with this first apprenticeship was to give 100% attention to seeing Boniface successfully through the program, says Osborn. In the future, she could envision MTI having multiple apprenticeship programs—such as machine building, electrician, manufacturing services—with one apprentice in each. The challenge is not to overstretch the time and talent of the journeymen and mentors who would be involved.

Moving ahead, MTI would certainly consider starting a second apprentice during year two or three of the first apprentice’s program; making plans for the next apprentice “is definitely on the radar.”