Chassix, Inc.

Success with The Center

CHASSIX, INC: Transitioning From Peer To Boss With Supervisory Training

A leader’s ability to deal with conflict and interpersonal issues is critical. This class gave our supervisors many tools they can use to be more effective in their daily routine.
-- Clint Connelly Plant Manager

Chassix, Inc. ( is the leading global, vertically integrated manufacturer of aluminum and iron cast and machined chassis sub-frame automotive components. Chassix offers in-house and tailor-made engineering and manufacturing solutions for safety-critical products. With regional production centers in North America, South America, Europe and China, Chassix is prepared to respond to automakers’ casting and machining needs around the world. Chassix has seven locations throughout Michigan, employing 132 people in Stevensville, Mich., and 246 at their Benton Harbor facility. These two plants are under one management team – Chassix, West Michigan Foundry.


After several Chassix employees were promoted into supervisory positions, Chassix decided additional leadership training would benefit these employees as they transitioned from the role of peer to supervisor. With the shift in leadership upon them, Chassix identified additional staff who also would benefit from training to improve the company’s culture.


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To strengthen the leadership skills and communication at Chassix, 10 employees attended Supervisory Skills training at the Michigan Manufacturing Technology Center (The Center). Through this training, workers gained a better understanding of emotional intelligence and learned other tools for effectively leading co-workers. As stated by Clint Connelly, Plant Manager at Chassix, “Being promoted from a peer to a manager is a tough transition for everyone. This Supervisory Skills class focused on many of the areas our team struggles with in their new roles, including holding employees accountable, building a team and showing employees they are valued and that their input is important to our success.”

Additionally, during discussion, those involved in the training shared common issues they experienced at work, helping them to realize they were not alone and effectively identifying areas to improve in the future. A stronger culture was created through this training, teaching new supervisors how to navigate leading peers and giving all workers new-found respect for each other and motivation to achieve goals. Clint commented on this culture change, saying, “Through employee surveys we realized that communication is something we don’t do well as an organization. This class created awareness for supervisors to better communicate information to the shop floor so that all employees are working collectively on the same goals and desired results. As the first level of management and those closest to our hourly team, how our supervisors interact with employees plays a significant role in retaining them long-term.”


  • New Investment in Software: $10,350
  • Jobs Retained: 10
  • Investment in Workforce Practices and Employee Skills: $18,000