How Hollingsworth Transformed Workforce Training to Drive Operational Excellence
When we give our supervisors a chance to work on and share what they have learned, it creates a sense of ownership and a chance to be heard. They are identifying problems and finding solutions – and are making a tangible impact on business performance.
-- Mike Wendel, Executive Director – Packaging
Hollingsworth (www.hollingsworthllc.com) delivers a comprehensive portfolio of services designed to exceed customer expectations through industry-leading SAP software, specialized training programs, and dedicated facilities. Headquartered in Dearborn, MI, and supported by a team of 950 employees, the company’s capabilities include contract packaging, kitting, light assembly, quality testing, modular build-up and sequencing, procurement, fastener distribution and management, program management, freight management, order fulfillment, and third-party logistics services.
Challenge
Hollingsworth has long emphasized its commitment to “developing from within,” a strong philosophy that can be challenging for any company to execute. Many team members are more comfortable working on the floor than in a classroom or on a computer. With a workforce that is 86% ethnic minority, including many supervisors who started in entry-level roles, and a significant number of employees for whom English is not the primary language, Hollingsworth recognized the need to strengthen soft skills, as well as invest in problem solving and lean methodologies, which resonated with more of their staff. To support this, they aimed to create individualized training plans that would establish a unified approach and a common learning language for all staff.
Solution
Using the Going PRO Talent Fund, Hollingsworth partnered with the Michigan Manufacturing Technology Center (MMTC) to develop a practical, high-impact training program for supervisors and frontline staff. The program employs a hybrid approach, combining classroom instruction with hands-on, on-the-job application. To further strengthen internal capabilities, Hollingsworth expanded the program to include 5S, referred to as 6S with the addition of “Safety.” Between 2024 and 2025, nearly 180 employees participated in the training plan. The model has proven easy to implement in a fast-paced logistics environment and has delivered measurable results, including reduced turnaround time for customer orders, shorter lead times through more effective use of customer system reports, stronger standard work, improved team collaboration, and a continually reinforced training culture.Core courses focused on foundational lean methodologies and employee development:• Standard Work and 5S/6S: Standard Work enhanced efficiency, quality, and safety by establishing consistent, documented processes. Through MMTC’s applied learning option, participants completed real-world projects during the training. The 6S methodology, applied across five key areas, helped create a more organized and productive workspace, engaging both participants and other employees who witnessed the improvements. It also established min/max standards to prevent material shortages and optimize use of dunnage. • Cellular Layout: Lean principles guided the organization of machines and workstations into self-contained “cells,” streamlining production for specific product families.• Train the Trainer: Hollingsworth and MMTC created a program to train internal staff in 5S and Standard Work, building an internal training team while enhancing peer learning, employee skills, confidence, and retention.After each course, participants apply their learning to a work-area project and present their results within 2 to 3 weeks to their manager, plant manager, and general manager. This “report out” process, now required for all external learning programs, highlights measurable impact and proposed next steps. The approach encourages applied learning, provides employees with a platform to share ideas, and integrates seamlessly into fast-paced operations. It has delivered tangible company-wide value, improving waste reduction, standard work, and team collaboration, while also strengthening participants’ confidence, presentation skills, and overall self-efficacy.
Results
- Investment: $115,000Cellular manufacturing training reduced cycle time for an individual unit in a process by an average of 30 secondsPlant layout training allowed a reduction in forklift trips from 2,000 ft per trip to 200 ft per tripInitiated a Fastener Vending Program which reduced lead time, program fees, and piece price for items required daily and weekly.